By Susan M. Watkins
In 1963, Jane Roberts met a non secular entity named Seth. He spoke via her and the teachings he taught proved undying and the most important. From 1968 to 1975, Roberts held ESP sessions, within which she channeled Seth. Susan Watkins was once a member of that category. the information won from Seth helped Watkins and her classmates face severe disease, painful relationships, monetary trouble, and average disaster. It additionally replaced their lives.
In addition to being a well-written, hugely exciting ancient account of the past due Jane Roberts and her category, Conversations with Seth unearths the profound insights stumbled on by means of type members--insights into the foundation of either the troubling and victorious occasions in our lives and into the colossal nature of the human awareness. Roberts's Seth fabric is continually one of many most sensible such a lot visited collections on the Yale collage files.
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Extra info for Conversations with Seth, Book 1 (25th Anniversary Edition)
Because even though the pairs didn’t work together, the two members of the pair came from the same organization. ) They worked in the same physical environment and shared the same corporate culture. The fact that they had nearly identical performances suggests that the wide spread of capabilities observed across the whole sample may not apply within the organization: Two people from the same organization tend to perform alike. That means the best performers are clustering in some organizations while the worst performers are clustering in others.
So the English had an Industrial Revolution, while the Spanish spun their wheels trying to exploit the land and the Indians in the New World. They moved huge quantities of gold across the ocean, and all they got for their effort was enormous inflation (too much gold money chasing too few usable goods). The Spanish Theory of Value is alive and well among managers everywhere. You see that whenever they talk about productivity. Productivity ought to mean achieving more in an hour of work, but all too often it has come to mean extracting more for an hour of pay.
They had in mind to prove (or disprove) the folkloric belief that developers (programmers, in this case) work harder if they’re trying to meet their own estimates. For each of 103 projects studied, Lawrence and Jeffery calculated a weighted metric of productivity. They then grouped the sample into subgroups, depending on how the original estimates were made. A partial result is presented in Table 5–1. So far, the results confirm the folklore: Programmers seem to be a bit more productive after they’ve done the estimate themselves, compared to cases in which the manager did it without even consulting them.
Conversations with Seth, Book 1 (25th Anniversary Edition) by Susan M. Watkins