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6. Jenny Saville Remakes the Female Nude: Feminist Reflections on the State of the Art

PEG Z BRAND Indiana University Press ePub


After school I walked home across the football field. . . . I carried my big black leather binder full of notes in front of me, hugging it to my chest with both arms, my textbooks piled on top of it. All the girls did this. It prevented anyone from staring at our breasts, which were either too small and contemptuous, or else too big and hilarious, or else just the right size—but what size was right? Breasts of any kind were shameful and could attract catcalls. . . . But not to have any at all would have been worse.

—Margaret Atwood, “My Last Duchess”

When I was young, my mother read me a story about a wicked little girl. She read it to me and my two sisters. We sat curled against her on the couch and she read from the book on her lap. . . . The girl in the story was beautiful and cruel. . . . Because I sat against my mother when she told this story, I did not hear it in words only. I felt it in her body. I felt a girl who wanted to be too beautiful. I felt a mother who wanted to love her. I felt a demon who wanted to torture her. I felt them mixed together so you couldn’t tell them apart. The story scared me and I cried. My mother put her arms around me. “Wait,” she said. “It’s not over yet. She’s going to be saved by the tears of an innocent girl. Like you.” My mother kissed the top of my head and finished the story and I forgot about it for a long time.

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Lekanne Deprez, Frank Berrett-Koehler Publishers ePub

SOME ORGANIZATIONS ARE ALREADY EVOLVING toward zero space. We see many companies working in zero time with zero matter, forming networks and communities, and enjoying the benefits of knowledge rather than owning it. This is inevitable. Zero space organizations offer the flexibility that is essential in the face of new—often unpredictable—circumstances. As windows of opportunity increasingly narrow, organizations will need to be able to adapt swiftly and anticipate the direction in which potential gain and success lie.

Yet although there are signs that some companies are moving into zero space, it would be inaccurate to suggest that all are moving in the same direction. Some are actually moving backwards, retracing their past.

This is, perhaps, understandable. Companies and managers today are under enormous pressure. Shareholders are demanding ever-higher returns. Managers must try to satisfy the competing claims of shareholders and the other stakeholders who demand “good corporate governance.” Costs are under constant scrutiny. IT promises increased productivity, which is necessary to defray the investments that IT systems require. Balancing people, planet, and performance is the name of the game. With increased accountability and transparency, there is greater pressure on executives to meet targets. In consequence, many are turning back the clock—and so they centralize and standardize.

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Dicks, Henry V. Karnac Books ePub


In the beginning of Chapter X, I said that it was more difficult on paper to give an account of ‘what one does’ than it is to state the principles on which action is founded. This applies even more to the therapeutic relationship than to the relatively detached frame of mind of preliminary assessment. Critics of classical psycho-analysis (which the late John Rickman humorously referred to as the ‘chair-couch tandem’) seldom realize that psycho-analysts themselves are frequently the originators of new techniques. There are many ‘deviationists’! Much of group therapy and many shades of ‘brief psychotherapy’, social case work, and counselling are adaptations of psycho-analytic principles to the realities of clinical life in ‘mass practice’ by analysts of various schools. Such an adaptation under the influence of psychoanalytic thinking was discernible in the Memorandum issued to probation officers by the Home Office which I described in Chapter I as the best statement of principles of matrimonial conciliation of the period.1 The memorandum stresses why the therapist must avoid making the couple’s decisions for them; the aim of discovering meanings behind symptoms, and the advantages of allowing resentments to be ventilated for therapeutic relief and as an aid to diagnosis. Though the spouses were to be seen separately first, a joint interview was envisaged as a central feature of the method. Thus, the Probation Inspectors’ Committee who drew up the memorandum have the right to claim priority in advocating JI at least as a diagnostic method, and in visualizing an inquiry at a level where my Sub-systems II and III articulate; e.g.:

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Medium 9781574416367

Love and Fire: The Washington Post / By Monica Hesse

Gayle Reaves, Editor UNT Press PDF

Love and Fire

The Washington Post

April 10, 2014

By Monica Hesse

In Virginia’s rural Accomack County, a troubled romance was behind a string of 77 arsons

Accomack County, Va. —The corn was harvested, and the field was a dirty sort of brown.

Deborah Clark would think about that later, how at a different time of year she wouldn’t have seen anything until it was too late.

A friend had come over to her house in Parksley, Va., once the kids from Clark’s living-room day care went home. He left about 10:30 that

Monday evening, but a few minutes later knocked on her door again.

“Hey,” he told her. “That house across the field is on fire.”

She knew which one he was talking about. It had been a nice house once: two stories, white paint. But now it was empty, and it had a peeled, beaten look to it. It had been a long time since anyone lived there, so she


Best American Newspaper Narratives, Vol. 3

couldn’t think of how it could have caught fire — except that it was so dry that maybe the weather had something to do with it.

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5 The Council of Ministers

Andreas Staab Indiana University Press ePub


The Council of Ministers


The Council of Ministers epitomizes the special nature of the European Union as an international organization that balances supranational tendencies but also has to safeguard and represent national interests.1 Its main objective is to set the EU’s medium-term policy goals. It also approves the budget and legislation proposed by the European Commission (a function it shares with the European Parliament). Finally, the Council of Ministers holds certain executive powers for foreign and security policies and for justice and home affairs.

The Council carries out its operations through ten sub-councils with different responsibilities (see Table 5.1). Examples are the Environment Council, where all national environment ministers meet, or the Foreign Affairs Council, which brings together the national foreign ministers. The number of Council meetings depends on the scope and intensity of the particular legislative program. Some sub-councils meet monthly—the Economic and Financial Affairs Council (ECOFIN), the Agriculture Council, and the General Affairs Council—whereas others, such as the Transport Council, meet less frequently.

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