43532 Chapters
Medium 9781605099798

Chapter 21: A Place to Practice Truth

Mehta, Pavithra Berrett-Koehler Publishers ePub

As Dr. Nam and the other founders announced plans to step back from active leadership, it became obvious that a new executive head for the Aravind Eye Care System had to be named and a new structure designed for upper management. But there was no clear plan for how to do so.

Dr. Kim Ramaswamy is the eldest doctor in the second generation of the family. As the question of succession moved to the fore, he had a discomfiting sense that if an answer was not found soon, Aravind would fall into a period of gradual indifference and disintegration. So in 2009, he wrote to the one person he was confident could help: Fred Munson, Aravind’s longtime friend and advisor. He requested Munson to make a special trip to Madurai to facilitate the family’s transition plan. Kim knew this transition would be a major inflection point for the organization, and he wanted the process to inform the family’s shared understanding and to reinforce its sense of collective stewardship.

“Are you sure you want me to come?” Munson asked, unsure if his facilitation at such a sensitive period would be useful. “Yes, we absolutely do,” Kim responded.1 “The founding team and all of the second generation are in unanimous agreement.” The Munsons are in their 80s. The long transatlantic flight that they had made with ease so many times over the decades had become increasingly taxing. “We’re getting business-class tickets for you and Mary,” Kim said. “You can’t do that for both of us,” Munson objected. “In that case, we’re just flying Mary over,” came Kim’s response. Munson chuckled and eventually gave in. Sometimes you just do not argue with family.

See All Chapters
Medium 9781780645346

Chapter 7 Protected Culture

Welbaum, G.E. CAB International PDF

7

Protected Culture

A Brief History of Protected Culture

A greenhouse is a building with clear or translucent walls and ceiling used for growing plants. Some of the very earliest greenhouses and conservatories were built in the 1500s, 1600s, and 1700s in Italy,

France, Germany, England, Belgium, and the

Netherlands, and were made from expensive blown glass flattened into small sheets. Royalty and the very wealthy commissioned construction of early greenhouses to house exotic plant materials from distant lands (Muijzenberg, 1980).

Although glass was discovered over 4,000 years ago, it was not until the 1800s that glass greenhouses were used for commercial enterprises. The creation of large metal-frame greenhouses for vegetable production coincides with the industrial production of flat glass in the 1800s. The first freestanding greenhouse was built in England in 1806

(Muijzenberg, 1980). The first commercial greenhouse in the USA was reported in 1820. Significant greenhouse production began around Boston,

See All Chapters
Medium 9781855753709

CHAPTER ONE: Pathways for psychoanalysis

Karnac Books ePub

Bernard Burgoyne

Introduction

No one today seriously asks: “Who owns physics?” Claims about patent rights in science exist—thankfully—only around its edges. Any claims for “ownership” or privilege in the field of psychoanalysis needs to be supported by—at least— a serious consideration of the place of science within the psychoanalytic field. Minimal desiderata for groupings of psychoanalysts would equally include that they have a view of their own history a critical distance from their own theories, an engagement with questions of scientific method, and an awareness of the consequentiality of their own work. These considerations would seem not to be optional, but forced by the place that Freud gave to psychoanalysis. And any agency completely outside of psychoanalysis would lack these desiderata, by definition. Any orthodoxy or standardization goes against the grain, in psychoanalysis as in science.

Psychoanalysis has drawn on a particular environment for the formulation of its concepts and its techniques, and it needs in some ways a similar environment to provide the conditions for its development. There seem to be at least three elements involved in the construction of such a facilitating environment. The first is quite complex: it arises from the nature of psychoanalytic work, and originates in Freud’s concern to find a response to human suffering in traditions that valued listening and speech—in the nineteenth century reception of certain research programmes in social philosophy, those that he found for instance in his reading of Hume, and of Socrates. The second is allied to this, but focused more directly on questions of technique: it concerns the way in which certain effects of what was initially hypnotic, and later, psychoanalytic, clinical practice display a causation by complexes of words. The third is what in some respects could be seen as the most straightforward: it involves the construction of desiderata for the institutional organization of psychoanalysis. A plausible formulation for this last condition would be this: a school or institute responsible for training psychoanalysts needs to have within it a range of experienced analysts who, together with more junior members, provide theoretical and clinical seminars and the access to supervision and personal analysis that such training requires.

See All Chapters
Medium 9781576754085

PRINCIPLE FIVE: Value a Diversity of Fun Styles

Yerkes, Leslie Berrett-Koehler Publishers ePub
Medium 9781609948054

Contents

Dietz, Rob Berrett-Koehler Publishers ePub

See All Chapters