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Saturday, January 14, 2012

The Synergy Between Dynamics and Reactivity at Clusters and Surfaces (NATO Science Series C: (closed))

!±8± The Synergy Between Dynamics and Reactivity at Clusters and Surfaces (NATO Science Series C: (closed))


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The analogy between the chemistry of molecular transition metal clusters and the processes of chemisorption and catalysis at metal surfaces (the Cluster Surface analogy) has for a number of years provided an interplay between experimental and theoretical inorganic and physical chemists. This collaborative approach has born fruit in the use of well defined modes of metal-ligand bonding in discrete molecular clusters, models for metal-ligand binding on surfaces. Some of the key topics discussed in The Synergy betweenDynamics and Reactivity at Clusters and Surfaces are: (1) Mechanisms of the fluxional behaviour in clusters in the liquid phase and the connections with diffusion processes on extended surfaces. The role of metal-metal bond breaking in diffusion. (2) Analogies in the structure of chemisorbed species and related ligands on metallic clusters. (3) Analogies between benzene surface chemistry on extended metal surfaces and on metal surfaces in molecular cluster compounds with particular reference to structural distortions. (4) The role of mobile precursors for dissociation of chemisorption on extended metals and on clusters. Are there analogies in the ligand attachment during cluster compound synthesis? (5) The role of defect sites on metal surfaces in catalyzing chemical reactions and the connection to the special bonding properties of sites on metal clusters having lowest metal-metal coordination. (6) The size of metal clusters needed to mimic surface phenomena on bulk metal surfaces. Different sites needed for different phenomena.

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Sunday, January 8, 2012

ADHD - Review of Literature - Effects on Development Within Family, Education, and Social Systems

!±8± ADHD - Review of Literature - Effects on Development Within Family, Education, and Social Systems

Attention Deficit Hyper Activity Disorder according to Singh (2002) is a developmental disorder that is brain based and most often affects children. This developmental disorder can be characterized as a disorder in which affects ones self control; primary aspects include difficulty with attention, impulse control, and activity levels usually diagnosed prior to the age of 7yrs. of age (Willoughby, 2003).

There are primarily three sub-types of ADHD. Inattentive sub-type 1 is ADHD which those who manifest inattention without the presence of hyperactivity and impulsivity (Barkley, 2005). There is also ADHD sub-type 2 with symptomolgy related to hyperactivity and impulsivity (Barkley, 2005). Finally there is ADHD combined sub-type (Visser & Lesesne, 2005). For the purpose of my paper, I will utilize information that represents all subtypes in various degrees and the affects of these difficulties upon the individual, educational, family, and social development as well as issues of social justice and cultural issues for those children who suffer from this disorder.

Historically the modern symptoms of ADHD were first identified (Barkley 1996, Rafalovich 2001, & Stubbe 2001), by English physician George Still in 1902 (Neufeld & Foy, 2006). Rafalovich (2001), explains that in a series of historical events from 1917-1918 in North America that led to an encephalitis outbreak there was a dramatic increase in research of characteristics that are similar to modern day ADHD symptomology. Through out the early years of research there was even research and investigations into medical conditions which promoted swelling in certain aspects of the brain, which many believe led to impulsivity and hyperactivity (Stubbe, 2000). As research evolved so did the diagnostic criteria for the disorder; shaping identifiable factors believed to contribute to the causation of ADHD (Barkley, 2005). Physiologically, there seems to be less dopamine and nor-epinephrine within the brains of those with ADHD and four genes that regulate dopamine have been identified as ADHD causal agents; however a definite causal agent has not been confirmed (Barkley, 2005). Brain activity is considerably lower in the pre-frontal lobe regions in those with ADHD and there is also decrease in blood flow (Hans, Henricksen & Bruhn, 1984), (Barkley, 2005). According to Barkley (2005), psychological characteristics of ADHD are that it is about the "behavioral inhibition." These children do not benefit from what may happen later based upon what they do now; which can be compared to a "time near sightedness", (Barkley, 2005). They have difficulty identifying their past, preparing for the future, organizing, scheduling, and working independently, with social and occupational issues (Barkley, 2005). It is these difficulties when intermingled with the development of the individual that could clearly cause great difficulties especially when enrolled in formalized schooling and onward into the demands of school and adulthood.

The prevalence rates regarding the diagnosis of ADHD has been from ranges of 4 % to 18 % depending upon the community, types of populations, and areas of analysis (Visser & Lesesne, 2005). ADHD is one of the most common childhood disorders with 2.5 million children with this disorder (Barkley, 2005). Estimates show (Biederman, 1996), that nearly 6 % of boys and 1.5 % of girls have ADHD (Singh, 2002). It cost nearly 3.3 billion dollars to medically treat ADHD every year in the United States (Visser & Lesesne, 2005). Currently causation factors under consistent follow up according to Barkley (2005) include;

1. Genetics

2. Premature Birth

3. Traumatic Brain Injury

4. Spine and Brain Infections

5. Early exposure to substances during pregnancy

6. Early exposure to lead

7. Less blood flow and lower brain activity

Because ADHD is a representation of physical imperfections within the brain and actually manifests a decrease of activity in the pre-frontal lobe regions; certain treatment options with amphetamines, stimulants and non-amphetamines have been utilized to increase brain activity (Barkley, 2005). The size and anomalies within the brain have been verified and examined through many technological processes such as Positron Emission Tomography and MRI scanning (Vance & Luk, 2000). Other physical abnormalities of development according to Barkley (2005), include appearances of slight deformities including; longer than average index finger, third toe that is longer than second toe, ears that are slightly lower upon the head, no earlobes or a furrowed tongue. Up to 80% of children suffering with ADHD will continue to struggle with this disorder into adolescents and as many as 50 to 60 percent will continue to struggle into adulthood (Barkley, 2005). With the affects upon a child's school, family, and social environments a large emotional toll can be identified. Emotionally, children can feel isolated, angry, guilty, frustrated and many other emotions due to the disruption of relationships, opportunities and lack of clear decision making skills (Barkley, 2005). Many of these children can become depressed and exhibit anxiety (Barkley, 2005). Many affective behaviors include stubbornness, defiance and at times can be verbally or physically violent to others (Barkley, 2005).

According to Barkley (2005) nearly 57% of preschool children are likely to be rated as inattentive and over-reactive by their parents up to the age of four. As many as 40% according to Barkley (2005), may have these problems for up to three to six months, concerning parents and teachers. According to Lavigne, Gibbons, Christoffel, Rosenbaum and Binns (1996), however, it is estimated that 2% of preschool children truly meet the criteria for ADHD, and (Biederman, 1996), clarified that possibly 10 % of all children meet diagnostic criteria for ADHD (Singh, 2002). Barkley clearly indicates that the earlier the symptoms of ADHD appear and the length of time they last in childhood will determine the severity of its course and prognosis (Barkley, 2005). Individually there are many distressing problems for children suffering from this disorder. Some features that Barkley (2005) indicate are important to recognize as the individual child develops into school age include;

1. An emergence of high demanding ness of preschool age

2. Critical directive behavior by parents to control circumstances

3. Problems reported by preschool / formal school staff regarding child's behavior

4. Problems with learning and reading

5. Decisions to withhold a child an educational grade

6. Excessive temper tantrums / difficulty in getting child to do chores

7. Social exclusion from activities

According to Spira & Fischel (2005), within the pre-school environment at the age of 3 yrs. old, children's attention controls, and self control mechanisms begin developing. Increased self control and speech development continues from age 3yrs. old (Spira & Fischel, 2005). Self control processes continue to well develop through the age of 4yrs. old (Spira & Fischel, 2005). These processes work together allowing the child to maintain self-control and through 4 yrs. of age the child develops the ability to direct attention to relavent environmental stimuli (Spira & Fischel, 2005). Together, the maintaining of attention and control over responses emerges and of course is very important in identifying task's and working functionally within the educational environment, however; these processes indicated do not emerge for those with ADHD due to the manifestation of hyper-activity and impulsivity around the age of 3 to 4 yrs. of age, and inattention manifesting near 5 to 6 yrs. of age (Spira & Fischel, 2005). As children develop into school age and adolescents, Barkley (2005) indicated that 30 to 50 percent of children will be retained one grade during their school years. According to Vance & Luk (2000), 20 to 30 percent of children with ADHD will manifest comorbidity with learning disorders; reading, arithmetic, writing or spelling. If a child is diagnosed with ADHD and Conduct Disorder the percentages increase for a co morbid learning disorder (Vance & Luk, 2000). One theoretical position (Velting & Whitehurst, 1997), is that according to Spira and Fischel, (2005) those children with ADHD do not acquire the literacy skills necessary for early reading and learning. Furthermore, it is hypothesized that the frustration due to lack of ability perpetuates acting out behaviors consistently witnessed by school staff of children with ADHD (Spira & Fischel, 2005).

As children move through adolescents it is abundantly clear that with vast developmental changes; finding ones role identity as clarified by Eric Erickson (Berger, 2006), relational dating, peer pressure, and other demands of adolescents become extraordinarily difficult with individual difficulties of impulsiveness, hyperactivity and inattentiveness (D. Moilanen CMSW, Personal Communication, January 25, 2007). According to Gordon (2006), adolescents continue to have many difficulties especially;

1. Disorganization

2. Planning long term assignments

3. Completing homework

4. Complying with parental rules.

5. Sustaining attention and focus

Because adolescents are seeking to find a competent and healthy identity, conflicts with parental and academic systems can leave an adolescent to feel diminished, angry and frustrated before the entry into adulthood (D. Moilanen CMSW, Personal Communication, January 25, 2007).

Adulthood brings new challenges and according to Jaffe, Benedictis, Segal & Segal, (2006), the following are just a few of the challenges for adults living with ADHD;

1. Managing money

2. "Zoning out in conversations"

3. Speaking without thinking

4. Procrastination

5. Becoming easily frustrated

Eric Erickson in Berger (2006) clarifies his theory of Psycho-Social Development and indicates that as early adults we want to find intimacy or we will face isolation. It seems clear that these adults due to their disability will continue to confront difficulties with their families, social relationships, and negative individual perceptions onward into adulthood. These difficulties could place them at risk to become isolated.

The individual within their family is greatly impacted by this developmental disorder. According to Barkley (2005) ADHD is 25 to 30% acquired by heredity, and if a parent has ADHD the child is 8 to 10 times more likely at acquiring the disorder. Barkley (2005) also indicated that parents at the beginning of preschool attend and manage their child fairly well, however; parents tend to lose what they feel as control over their child the further the child develops through school. Parents can feel drained, overwhelmed and exhausted; even feeling depressed, and begin blaming themselves for their child's behavior (Barkley, 2005). Over time these difficulties can lead to perceptions by parents that may be less than positive (Maniadaki, Sonuga, Kakouros, & Karaba, 2006).

Research shows that parental perceptions within the family can clearly have implications regarding how a child is treated and the negative affects and perceptions that affect the child's developmental stages (Maniadaki et al., 2006). According to Maniadaki et al., (2006), parental perceptions do have significant impact upon children suffering from ADHD due to the likelihood of the parents not obtaining mental health services for their children; the difficulty parents had identifying the impact the child's behavior would have on the child's development; and the parents inability to identify the severity of the child's symptoms, all have dramatic affects on the child's developmental processes. Siblings can also have negative perceptions of the child's behavior, affecting the degree of support siblings bring to each other within a family. According to Gordon (2006), siblings can feel sorry for their sibling with ADHD or they can get angry and resentful. These reactions create dynamic challenges for any family and or individual dealing with ADHD. Other possible hindering perceptions by parents within the family system can be identified by comparing Erickson's, Psycho Social Developmental Perspectives (Berger, 2000). According to Erickson, children from the age of 3 yrs. old to 6 yrs. of age will develop through a series of challenges to parents, taking the "initiative" or "failing," bringing feelings of "guilt" (Berger, 2000). When the child's challenging behavior takes place however, as Camparo, Christensen, Buhrmester & Hinshaw, (1994) states, that parents may not allow these children to have the benefit of the doubt, due to past excessive behavior under normal circumstances, and the parents may see their child as an "easy target." According to the evidence, miscalculating the child's natural challenging behavior could take place and disallow the child to develop in a healthy, "guilt free" way, having significant affects on their psycho-social development. Excessive amounts of guilt can produce significant amounts of anxiety and depression (Burns, 1990). These negative processes in variable degrees can clearly lead to negative affects on social and emotional processes (Burns, 1990).

Other family processes affecting ADHD and development according to Peris & Hinshaw (2003), is that core symptoms of impulse control and inattention are primarily heritable, and parental practices do not warrant significant (Barkley, 1998; Hinshaw 1994; Johnston & Mash, 2001), causation for ADHD. However, the family interaction patterns and external influences may have a significant impact on severity and the developmental course of ADHD (Peris & Hinshaw, 2003). Furthermore, evidence suggests (Barkley, 1985; Battle & Lacey, 1972; Buhrmester, Camparo, Christensen, Gonsalez, & Hinshaw, 1992; Campbell, 1973; Cunningham & Barkley, 1979; MacDonald, 1988; Mash & Johnston, 1982; Tallmadge & Barkley, 1983) that mothers of ADHD children are less affectionate. Other disturbing findings indicate that parents can be more critically demanding and parents independently report a greater tendency to blame their ADHD child for problems they actually had with their spouses; thus proving further that family systemic patterns can play a major role in the perpetuation and affects of ADHD upon child development (Camparo et al., 1994). Of course these processes clearly affect a school-age child within their families and external systems in ways which reduce a child's self worth, confidence, and abilities to properly interact and function within their environment; proving this, Dumas & Pelletier (1999) indicated that pre-adolescents were found to have lower levels of self esteem in areas of scholastic competence, behavioral conduct, and social acceptance.

According to Barkley (2005), those with ADHD, at times do not give themselves time to evaluate their emotions objectively before a reaction, fail to separate their feelings from fact. Being able to internalize our emotions, evaluate them, and analyze them before displaying them publicly assist in self control and is difficult for those suffering from ADHD (Barkley, 2005). Those who suffer from ADHD develop a pattern of social rejection due to inappropriate interactions beginning during formalized schooling according to Barkley (2005). According to Nixon (2001), those children suffering from ADHD lack significant social skills that affect the quality of their interactions, such as; verbal & physical aggression, disruptive attempts to enter new groups, negative classroom behaviors, being quick tempered and violating the rules. Nixon (2001) presents more evidence that social cognition is clearly affected and children with ADHD can have great difficulty in making clear interpretations of their environmental interactions with others. These variables clearly lead to inhibited social contact, and a dysfunction in psycho-social development. According to Eric Erickson in Berger (2000), he clearly indicates that formalized school age children from 7 to 11 years old need to develop confidence that allow them to feel as if they have mastered "Industry" (Berger, 2000). If this stage is not mastered, they may feel inferior (Berger, 2000). How can these children who are excluded due to their ADHD manifestations of behavior, be given the chance to participate and prove themselves to resist negative aspects of "Inferiority?" As these children develop into adolescents and adults, one can hypothesize when comparing ADHD behavior and social reactions with the Erickson Psycho-Social Framework (Berger, 2000). Erickson states that adolescents attempt to find their roles in the world and if they fail, role confusion develops (Berger, 2000). Confusion for those suffering from ADHD would come easily due to their exclusion from social groups and activities (Barkley, 2005). In order for adolescents to find their role and their identity; they must interact with others and feel accepted in their participation (Berger, 2000). Further into adulthood Erickson in Berger (2000), indicates that as adult's, individuals will seek intimacy with others or become isolated. The factor of isolation relates to the extent in which those developing fear rejection and disappointment (Berger, 2000). Unfortunately, prior social experiences of those suffering from ADHD can be littered with social rejection, feelings of disappointment and unacceptance due to impulsiveness and hyperactive behaviors (Barkley, 2005). Furthermore, (Pope, Bierman, & Mumma, 1999), these authors according to Nixon (2001), also claim that hyperactivity and the inattentive / immature nature of a child's behavior with ADHD contributes greatly to interpersonal problems.

In regards to social justice and cultural issues; according to Bender (2006), African American children may be under represented and under diagnosed in regards to ADHD. Experts such as (Dr. Rahn Bailey, 2006) according to Bender (2006), claim that as science is pursuing new technological processes to diagnose and treat ADHD, cultures like the African American community are subjected to propaganda, suspicion due to past and current discrimination, and negative stereotyping regarding mental illness; thus forming cultural decisions to avoid diagnosis and treatment of ADHD. This cultural-lens, based upon discriminatory and fear based experiences with the dominant culture dis-allows ethical decisions to help and assist African American children (Bender, 2006). These decisions according to experts (Bailey, 2006), is contributing to high rates of African American children disproportionately over represented in remedial programs and disproportionate amounts of African American children over represented in the criminal justice system (Bender, 2006). The issues of classism and impoverishment can also be a topic of concern regarding those who suffer from ADHD. According to Visser & Lesesne, (2005), ADHD diagnosis among males was reported significantly more often in families with incomes below the poverty threshold than in families with incomes at or above the poverty threshold. Here again, poverty makes a clear and consistent statement of risk for our developing children.

In conclusion, I believe that ADHD seems to be an elusive, devastating, developmental disorder. This disorder for my self is so destructive because of its manifesting elements of hyperactivity, impulsivity and inattentiveness. These variables are processes that if represented to certain degrees are perfect for destroying social, educational, emotional and individual development across the life span. Because our lives are so dependent upon not just our biological construction but also our social and environmental interaction; this disorder can be serious and detrimentally disruptive. I do however believe that new technologies are hopeful in understanding this disability in greater measures. I also have gained ideas regarding the new information regarding neuro-plastisity and the changing mind based upon therapeutic thought. I feel this may be a possible frontier of research that should be a priority in better understanding how the brain can change forms; especially the pre-frontal cortex regions.

L.J. Riley Jr. BSW, LLMSW

Reference

Barkley, R. A., (2005). Taking Charge of ADHD: The Complete Authoritative Guide for

Parents. New York: The Guilford Press.

Bender, E., (May 19, 2006). Scare tactics may deter blacks from ADHD help. Psychiatric News, 41 (10) 16. Retrieved January 20, 2007 from [http://pn.psychiatry]

online.org/cgi/content/full/41/10/16.

Berger, K. S., (2001). The Developing Person: Through the Life Span. New York:

Worth Publishing.

Burns, D. D., (1999). The Feeling Good Hand Book. New York: Plume Books.

Camparo, L., Christensen, A., Buhrmester, D., & Hinshaw, S., (1994). System functioning in families with ADHD and non-ADHD sons. Personal Relationships, 1, 301-308.

Dumas, D., & Pelletier, L. (1999). Perception in hyperactive children. Maternal Child

Nursing, 24, 12-19.

Gordon, J., (2006) Ohio facts sheet; adolescents with ADHD. Retrieved January 20, 2007 from [http://ohioline.osu.edu/hyg-fact/5000/5270.html].

Jaelline J., Benedictis, T., Segal, R., & Segal, J., (March 7, 2006). Adult ADD & ADHD: recognizing the symptoms and managing the effects. Retrieved on January 20, 2007 from http://www.helpguide.org/mental/adhd_add_adult_symptoms.htm.

Laigne, J.V., Gibbons, R.D., Christoffel, K.K., Arend, R., Rosenbaum, D., Binns, H., et al. (1996). Prevalence rates and correlates of psychiatric disorders among preschool children. Journal of the American Academy of Child and Adolescent Psychiatry, 35, 204-214.

Maniadaki, K., Sonuga-Barke, E., Kakouros, E., & Karaba, R., (February, 21, 2006). Parental beliefs about the nature of ADHD behaviors and their relationship to referral intentions in preschool children. Journal Compilation of Blackwell Publishing. Retrieved on January 20, 2007 from http://www.blackwell-synergy.com/doi/abs/10.1111/j.1365-2214.2005.00512.x.

Neufeld, P., & Foy, M., (2006). Historical reflections on the ascendancy of ADHD
in North America. British Journal of Education Studies, 54, (4), 449-470.

Nixon, E., (2001). The social competence of children with Attention Deficit Hyper-
activity Disorder: a review of the literature. Child Psychology & Review of the
Literature, 6, (4), 172-177.

Peris, T. S., Hinshaw, S. P., (2003). Family dynamics and preadolescent girls with ADHD: the relationship between expressed emotion, ADHD symptomatology, and comorbid disruptive behavior. Journal of Child Psychology and Psychiatry, 44 (8) 1177 - 1190.

Rafalovich, A. (2001). The conceptual history of Attention Deficit Hyperactivity
Disorder: idiocy, imbecility, encephalitis and the child deviant, 1877-1929.
Deviant Behavior: an Interdisciplinary Journal, 22, 93-115.

Singh, I., (2002). Children and society. Center for Family Research University
of Cambridge, 16, 360-367.

Spira, E. G., Fischel, J. E., (2005). The impact of preschool inattention, hyperactivity, and impulsivity on social and academic development: a review. Journal of Child Psychology and Psychiatry, 46 (7), 755-773.

Stubbe, D. E. (2000). Attention-deficit/hyperactivity disorder overview: historical
perspectives, current controversies, and future directions. Child and Psychiatric
Clinics of North America, 9 (3), 469-479.

Vance, A. L. A., Luk, E. S. L., (2000). Attention deficit hyperactivity disorder: current
progress and controversies. Australian and New Zealand Journal of Psychiatry, 34,
719-730.

Visser, S. N., Lesesne, C. A., (August 31, 2005). Mental health in the United States: prevalence of diagnosis and medication treatment for attention-deficit/hyperactivity disorder --- United States, 2003. Retrieved January 20, 2007 from http://www.cdc.gov/mmwr/preview/mmwrhtml/mm5434a2.htm

Willoughby, M. T., (2003). Developmental course of ADHD symptomatology during
During the transition from childhood to adolescence: a review with recommendations.
Journal of Child Psychology and Psychiatry, 44 (1), 88-106.


ADHD - Review of Literature - Effects on Development Within Family, Education, and Social Systems

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Saturday, December 10, 2011

Synergy and Duality of Identification and Control (Series in Systems and Control)

!±8± Synergy and Duality of Identification and Control (Series in Systems and Control)

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Synergy and Duality of Identification and Control examines the relationship between modelling and control of dynamic systems. Both stochastic and worst-case design approaches are presented. System identification is introducted in worst-case and stochastic frameworks. Interaction between modelling and control is studied at four levels: separate identification and control design, iterative identification and control design, dual control and synergistic interaction of modelling and control. The last part of the book focuses on fast learning control systems via parametric models. This comprehensive monograph is equally suitable for graduate students as well as for researchers in the fields of control engineering and digital signal processing.

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Sunday, December 4, 2011

Listening to Your Heart!

!±8± Listening to Your Heart!

Trying to predict stock price movements is necessary, of course. After all, when stock prices fall, the cost of borrowing and of issuing new equity can rise, and falling stock prices can both undercut the confidence of employees and customers and handicap mergers. Unfortunately, however, most of these predictions are no more than rough guesses, because the tools CEOs use to make them are not very accurate. Net present value (NPV) may be useful for estimating the long-term intrinsic value of shares, but it is famously unreliable for predicting their price over the next few quarters. Conversations with sample groups of investors and analysts, conducted by the company or by investment bankers, are no more reliable for gauging market reactions.

But executives can dramatically improve the accuracy of their predictions. By adopting a more systematic, rigorous approach, corporate leaders can learn to understand individual investors as thoroughly as many companies now understand each of their top commercial customers. It is possible to know such customers well because there are only so many of them. Equally, only a finite number of investors really matter when it comes to predicting stock price movements.

Every CEO knows that when buyers are more anxious to buy than sellers are to sell, share prices riseand that they fall when the reverse happens. But fewer CEOs know that not every buyer or seller matters in this equation. Our research on the changing stock prices of more than 50 large US and European listed companies over two years1 makes it clear that a maximum of only 100 current and potential investors significantly influence the share prices of most large companies. By identifying these critical individual investors and understanding what motivates them, executives can predict how they will react to announcementsand more accurately estimate the direction of stock prices.

Armed with these new and solid insights about how critical investors behave in specific situations, executives can make strategic decisions in a different light. Knowing what makes crucial investors buy, sell, or hold the company's stock allows CEOs to calculate what its share price might be after an announcement and to factor this calculation into their strategic and operating decisions. To head off short-term selling, a company could manage the timing, pace, or sequencing of strategic announcements. It could introduce a new management team before announcing an acquisition. It could also test an important new product in selected markets before the nationwide rollout. How will investors react to a merger announcement and what will the resulting share price mean for a deal? How might a spin-off fare in the market? Does the company need to prepare the market or to consider a carve-out instead?

A CEO even has the choice of forging ahead in the face of adverse predictions, using the information to manage the expectations of the board. An executive may, for instance, consider bold strategies even though they could push some critical investors to sell the company's stock.

The few that matter

It should come as no surprise that big trades can significantly move the needle on a company's stock price. When the Bass family of Texas, for example, sold its stake in Disney, in September 2001, in response to a margin call, Disney's stock fell by 8 percent.

But typically, short-term changes in a company's stock price aren't the result of a single big trade. For the 50 companies whose quarterly stock price variations we studied, we consistently found that the majority of unique changes in each company's stock price resulted from the net purchases and sales of the stock by a limited number of investors who traded in large quantities. (By "unique changes," we mean those occurring relative to the rest of the market. In other words, they do not include price bumps or falls that coincided with the overall movements of the market or the sector.)

Although the number of crucial investors in a company ranged from as few as 30 to (more typically) as many as 100, in each case this set of actors had a dramatic impact on share prices. In the companies we studied, we could attribute from 60 to 80 percent of all unique changes, quarter by quarter, to the net trading imbalances of these investors.

Industrial marketing for investors

Few companies today get to know their top investors well enough to predict with any accuracy what will make those investors buy or sell more of their shares. The CFO of a large financial company, which was about to announce the divestiture of a major division, believed that he was "right on top of [our] investor base." Indeed, in a general way, the company's executives knew the big investors wellwhat they thought of management, the creditworthiness of the company, and so on. But executives didn't know what investors thought about specific potential strategies, such as a divestiture. Was the offer price that executives were considering above or below the value investors attributed to the unit when those investors calculated the company's total value? Or did investors think that the company benefited from cross-divisional synergies that would end with the divestiture?

To develop the ability to make predictions about shareholders, companies should identify their stock price movers and calculate how many additional shares would be offered or sought in reaction to specific announcements. Through background analysis and interviews, the companies must then analyze in depth the trading behavior of these movers, developing trading profiles for each of them. Finally, companies should use the information in the profiles to predict which movers would be likely to react to specific corporate announcements by selling or buying in the short term and then calculate what this would mean for share prices.4

Getting to know investors isn't a one-shot process. Companies must continually reexamine who is moving their sharesinvestors come and go. An ongoing dialogue with the movers deepens the knowledge of these companies and, over time, sharpens their ability to predict the actions of their critical investors. However, most companies will need to beef up their investor relations capabilities to get the job done. The good news: getting started isn't a mammoth task. Two to three months should be enough to develop an initial set of profiles of the most important investors.

Identify the critical investors

A company should begin its assessment by asking who has the potential to move its stock price. Some of the movers could be among the company's largest current shareholders. Some may be smaller holders who want to increase their ownership. And some are potential large players who do not yet own any of the company's stock but could purchase or short it in large quantities. What do these movers have in common? They are active stock-portfolio managers who regularly buy and sell large quantities of shares in the company or in similar companiestypically, managers of mutual, pension, or hedge funds or even individual large investors.

In other words, investors who count have both weight and a propensity to throw it around. Although the actual calculations needed to put together the list of movers are complicatedrequiring more discussion than we can present in this articlea likely mover is someone who does or could reasonably account for at least 1 percent of a stock's trading volume for one quarter.

Movers are not necessarily a company's largest investors. Shareholders (such as family holdings or trusts) that have owned big blocks of the company's stock for a long time don't move it quarter to quarter. Neither do index funds unless the company is added to or dropped from an important index (or unless the fund's assets change dramatically). Among the largest 20 investors of one big pharmaceuticals company we studied, only 10 were movers, and this proved to be typical of the companies we studied. What is more, nearly half of the large movers of the stock of the pharmaceuticals company over eight quarters from 1999 to 2001 weren't listed among its 20 largest investors during any single quarter.

Moreover, companies should add potential investors to the list of movers. For a large chemical business in our study, we analyzed the way the positions of investors in other chemical businesses changed over time. One investor, a billion investment fund, had been an active trader in other, similar chemical companies and liked to buy assets at the bottom of a cycle. At the time, the sector was depressed, so for this and other reasons we added the investor to the company's list of movers. A few months later, the investor purchased more than five million of the company's shares.

Potential movers include those who have made money investing in other industries in similar circumstances. Investors who bet on the right players in an industry that consolidated, for example, may now be eyeing investments in other sectors on the verge of consolidation. Potential movers may also be investors who purchased shares in a company's upstream or downstream suppliers and have a history of investing more broadly in the value chain. Some may have a taste for betting on companies that use certain capital models (high cash flow, say, or high leverage), have new CEOs, or face particular market changes or competitive conditions.

To determine how many investors should go on the list40? 70? 100? A company should test the accuracy of its predictions over previous quarters to arrive at the number that works best. Too few will yield poor correlations between activity and stock prices; too many will add to the cost and complexity of the process. In addition, the list changes frequently. Our experience suggests that a mover typically stays on such lists for six quarterslong enough to give the company time to become familiar with it but short enough so that there will always be new movers to study.

Moving the movers

Once a company has identified its movers, the next step is to develop thorough profiles of all of them. Companies begin by conducting an "outside-in" analysis of each one, including its stated investment criteria and objectives and its trading patterns. Discussions with every investor give a company a chance to fill in the gaps in its understanding of its movers and to confirm its hypotheses about what they trade and why.

The resulting profile should first describe how an investor makes decisions. What does the investor want to invest in, using what valuation methodologies? How is it likely to react to events or to data, which after all can be interpreted in many ways? Are its investments subject to any constraints, such as their size and frequency? Second, the profile should describe each investor's views on issues that the company might facesuch as any new strategies (for instance, whether the company should go into China), earnings surprises, and changes in management.

To get this kind of information, companies must phrase the questions carefully in view of a US Securities and Exchange Commission (SEC) regulation that prohibits companies from disclosing material information to some but not all investors.5 Typically, indirect questions work best. A company might ask investors why they purchased or sold their holdings in a particular business, for instance. But the company would actually be trying to understand why they sold their holdings after the business announced, for example, that it was investing in China. Do the investors dislike the risks that are associated with China, distrust the management team put in place to manage expansion in Asia, or reject specific details of the disclosed plan?

Making predictions

With the movers identified and profiled, the investor relations staff and executives can make reasonable judgments about who will sell, buy, and hold. This process isn't merely a mathematical exercise, though it does involve many calculations.

Besides assessing whether each investor will approve or disapprove of a given announcement, executives must estimate how many shares the investor is likely to buy or sell. They can be guided in these estimates by such details as the average trade the investor makes and whether the investor historically "bleeds" (buys and sells incrementally over time) or "blasts" (buys and sells quickly and in large blocks).

Although the process itself is straightforward, making these predictions can be quite complex. Nonetheless, several companies we have worked with have done the necessary calculations and used the information to guide their strategic decisions. One company, recognizing that it would take a hit, decided that it could do little about this except to prepare and manage its board. (In this case, estimates of what would happen to the stock price were extraordinarily accurate.) Another company decided to postpone a restructuring when it realized how far its stock price was likely to fall. In a third case, two companies were about to announce that they were merging. But the estimated dip in the acquirer's stock price after the announcement could have affected the deal (an equity and cash buy), so executives at the two companies used the profiles to identify investors who should be reached immediately and individually. Profiling also helped the companies tailor their communications to those investors.

Even if no immediate decisions are pending, a company should try to predict probable moves by investors on a quarterly basis if not more often. Accuracy improves with practice.

Building the capabilities

Companies that choose to adopt an industrial-marketing approach to investor relations will need to make at least two key changes. The first is to stop viewing the market as a monolithic entity that is judging a company's performance in an adversarial way. When the company's stock price changes, executives shouldn't ask why the market moved; they should pinpoint who bought, who sold, and why. In fact, managers should view investors much as managers in private companies view their corporate ownersand understand them just as well.

Have you ever found yourself in a tussle between heart and brain? It happens when your heart wants to go in one direction and your brain to another. This happens, not only once but several times, whether is a case of expressing your love, whether is a case of selecting or rejecting a candidate, whether it is to accept or reject a proposal, you name it and there are several occasions, where you heart want to do something and your brain another thing.

If you listen to your heart, you know what brings you joy, peace, beauty, and love. So why wouldn't we want to do this? Most of us have been taught to distrust our heart. Our heart will lead us astray we have been told, and cause us pain. It is our mind, teachers have told us that must be developed and followed. Much of what we have been taught can be attributed to the patriarchal philosophy that has dominated our world thinking for the past 2000 years. The masculine orientation, historically, has honored intellect over emotions, observation and measurement, through use of our five senses, over intuition and knowing.

To listen to your heart, you need to be a good listener.

When you find yourself engaged in an activity that allows your head to take a break, and the experience brings you a sense of joy and passion like you haven't experienced in years, that's your heart speaking to you. For example, you travel someplace that causes you to slow down, breathe and immerse yourself in the beauty of a region and suddenly you feel alive. Or you participate in a hobby or new activity and find that you love the experience, losing all track of time. The experience itself is uplifting and you feel happiness and more energy. That's your heart calling you.

When your heart calls you to bring more passion and joy into your life, you have a couple of choices:

1. Ignore it and keep on living like you're living

2. Move to a monastery3. Get some awareness and clarity about what it is you really want in your lifeand then take action and get support to live the life of your dreams.

Who is right, the heart or the brain???

Your heart speaks in metaphors, analogies and images of possibilitythe possibility of you stepping into your full potential and becoming who you are meant to be. Your head tries to find reasons and rationale to make that picture a reality, and as it tries to figure out how to "solve this challenge", inevitably fears, limitations and doubts surface within its borders. Your head is not against your heart -- it's simply trying to protect you from getting hurt and it's doing its job by going through a logical, rational thought process.

When you allow your head to see the essence of the vision of what your heart is sharing with you, and you begin to believe that it's possible to make it happen, your head begins to partner with your heart and looks for ways to make the dream a reality. The simple act of believing and trusting is the bridge between your head and heart.

When it is a time to listen to your heart...

It's a very individual process and will be different for each person. However, two things awakened us:

1) The pain of where we were became greater than the fear of change

2) The signs and signals around us could no longer be ignored (a multitude of coincidences that pointed us to Hawaii, contacting our real estate agent to begin exploring possibilities and ending up with an offer at a ridiculously high profit within 4 hours of the call, etc.)

When we allowed our heads to believe that what our hearts were telling us could be real, and we felt supported enough in that belief, then we could cross the bridge of possibility to transform our lives. Courage is not the absence of fear, but the decision that there is something more important than fear. Why people are so afraid to listen to heart...

Fears that surface when following your heart can be around

- "What will others think?"

- "How will we succeed?"

- "How will we prosper?"

- "This is not logical/rational/practical"

- etc

Yet anything you fear losingmoney, status/position, reputation, etc.is simply coming from the ego and from the need for symbols of external power. What we really fear when any of us follow our hearts is an increase in our vulnerability, because the kind of power we are embracing is INTERNAL, and not normally recognized in the outside world.

But the way of fear and doubt is a powerless dead end. The reality is that you have all the power you need at your disposal all the time, if you only recognize it and use it. The power is within you.

You cannot gain more personal power by refusing to recognize your fears, by anesthetizing yourself to what you feel. The road to authentic power is always through what you feel, through your heart. In the heart, we experience emotions. Emotions reflect intentions. Therefore, an awareness of your emotions leads to awareness of intentions and when you choose to create with the intentions of belief, trust, love and clarity, you gain personal power. When you align your thoughts, emotions and actions with the highest parts of yourself, you are filled with enthusiasm, purpose and meaning.

Conclusion

My heart always spoke to me and captured my attention helping me to follow my life's journey. This was often at the disappointment of my family and friends who wanted me to be more rational. The intellect must be used to inform us of our physical world's teachings and information, but it is our heart that must guide us, integrating the energy of our soul as superior to that of our personality/intellect. Our heart heals us and keeps us in communion with energy of our soul. The heart is also our barometer for helping us know what is important to us from an emotional and spiritual perspective. If we do not listen to our heart, we deny ourselves valuable feedback and guidance.

From an energetic perspective, the heart is the center of the human energy system. It has wisdom; it is the energetic center of love, and knowing. How tragic, that our society has taught us to distrust the callings of our heart. We often work when we need to rest, eat when we are not hungry, and laugh when we want to cry, remain angry when we need to forgive. It is our intellect that drives us to prove ourselves when our heart may be broken, feels rejected or unworthy. The intellect/personality knows only fear and lack.

The heart is love. If we listened to our heart, our world and ourselves would be much different. We are all so afraid, and all so much the same. We are often afraid to trust, or believe in goodness and mercy, love and light, peace, joy and healing. In truth, this is why we have come to earth to overcome all fear and sense of lack in order that our soul could have that experience of overcoming. The physical body is the vehicle of experience. The third dimension or our physical world is the only dimension in which this can occur. If we suppress our heart's wisdom, we drive ourselves beyond our limits, often injuring our physical bodies and our mental and emotional well being. We fail to forgive, and nurture and honor ourselves. We fail to live with an open heart.

Second, companies will need to overhaul their investor relations units. In the vast majority of companies today, the investor relations function is largely administrative: it oversees the production, but not always the content, of regulatory and annual reports; it administers the registry of shareholders and sets up investor road shows, visits by analysts, and conferences; and it talks to shareholderswhen they call.

Instead, the investor relations unit will have to take on a more strategic role, almost as an adjunct to strategic planning. It will be responsible for managing the key-account process to identify movers and understand their behavior. Its staff will have to test all major plans and announcements for their effect on the price of the company's shares and suggest modifications to those plans to bring them into better alignment with the views of key shareholders. Indeed, for the first time, the investor relations unit will become an important adviser to the CEO.

But this approach calls for investor relations leaders who can stand up to the CEO and deliver bad news when necessary. They will also have to be capable of handling tough interviews with investors who are pressing them for information they cannot divulge under SEC regulations or for competitive reasons. Sharp, independent, and analytical investor relations directors may emerge from the ranks of business development, strategic planning, or even, in some instances, internal auditing.

Have a great time and pleaseee...Pleaseee...do take care of your good self.

Looking forward to your feedback.

With lots of Love and care


Listening to Your Heart!

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Thursday, November 24, 2011

Team Building Ideas

!±8± Team Building Ideas

Team building events are a great way to engage employees, encourage cooperation, illustrate the benefits of team synergy, and allow your employees to have some fun. There are tons of great team building ideas out there to choose from, but in case you need some help here are some of the most popular ideas:

Scavenger Hunt

One of the most popular team building ideas, scavenger hunts are a great way to break up long afternoon of lectures, or can be incorporated it into a Friday afternoon fun day. Each team is challenged with finding particular items, or completing specific tasks. A scavenger hunt team building exercise is a great way to get your group out of the office, and encourages cooperation as well as critical thinking.

Amazing Race

Everyone loves this series, and a team building event that is based on the show can really get your employees excited. It is also an excellent way to encourage teams to explore their local surroundings when they are away at a conference. Racing as the clock, teams need to decide which tasks they will complete, and which team members are the strongest competitors for each task. Only by working together will they succeed, and by ensuring huge team member has a chance to shine many will discover new skills.

Advertising Company

Team building ideas that help your employees explore the product or service that they sell can help companies improve their bottom line, while teaching employees valuable team skills. Each team has to come up with a pitch for a product, and incorporate it into a magazine ad, commercial, or other form of marketing. This is a terrific team building idea if your company is marketing a new product.

Sports Day

On the surface this type of activity may seem like pure fun - which is perfect, because your employees won't even know that their learning something. Teams compete against each other in a series of tasks that are designed to challenge the team's ability to work together. By the end of the day everyone has had a lot of fun, and has improved the way they communicate and cooperate.

Improv

Besides helping team members work together, an improv session can increase confidence, and enhance all employees' ability to think on their feet. Before they are "on" each team is told what they are expected to do - and they only have a short amount of time to decide how they will go about doing it. The result is pure fun, but educational as well.

Many of these ideas require a lot of planning, as well as props and equipment. For the most part, you will get better value if you hire a team building event company to execute your idea, that way you can participate as well.


Team Building Ideas

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Sunday, November 20, 2011

The 7 Habits of Highly Effective People in 7 Minutes

!±8± The 7 Habits of Highly Effective People in 7 Minutes

If you get the opportunity, by all means read Stephen Covey's The 7 Habits of Highly Effective People. Thinking the book was for executives or those who aspired to be business executives only and I am neither of these, I haven't - yet. This post is the result of some research I did for a series of articles I was assigned on the subject of self development. I spent a couple of hours on the Stephen R Covey website and came away feeling positively renewed. If you don't have a couple of hours to spare, here are The 7 Habits of Highly Effective People in 7 minutes:

1) Be Proactive: Covey stresses the importance of moving from a state of dependence, to a state of independence and finally to a state of interdependence with others. Being proactive means taking charge of your own life instead of letting outside influences take charge of you. This makes you independent

2) Begin with the End in Mind: This one is basically about goal setting, but with a twist that makes all the difference. I have always associated goal setting with business or wealth creation goals. This is true enough, but Covey gave me a larger vision of what it means. A person who sets goals is a person who lives fully rather than just letting life happen to him.

3) Put First Things First: In a nutshell, this, the third of Stephen Covey's The 7 Habits of Highly Effective People, tells us that part of integrity is in commitment. The reason why effective people use appointment books, prioritize their daily schedules and focus on the minutiae of they daily agendas is because they are committed to their work.

4) Think Win-Win: Why is "Win-Win" more effective than "win at all costs"? It's because if you have long term goals, they will most effectively be achieved through cooperative efforts. A "win-win" attitude not only reflects personal maturity and strength of character, it has practical benefits as well.

5) Seek First to Understand, then to be Understood: This is a reversal of the all-too-common human characteristic of "getting your point across" and "having your say." Just a moment's reflection on the quagmire the world is in should make it clear that if our leaders were listening to each other instead of shouting at one another, we would be finding solutions to our common problems. This is as true on a personal level as on a corporate or political level.

6) Synergize: Stephen Covey sums this up with the old adage, "Two heads are better than one." Synergy is working together. Confucius put the alternative to synergy well when he said, "The knowledge of one man is always one-sided and incomplete."

7) Sharpen the Saw: Here, The 7 Habits of Highly Effective People turns back to the individual. You cannot be fully effective if you neglect your physical, emotional, intellectual and spiritual maintenance and growth.

Like I said, I've never read The 7 Habits of Highly Effective People because I am neither a business executive nor aspire to be one. What I do aspire to be, though, is a better person and a better writer. While his book is primarily geared towards the business person, or at least was marketed as such when it was released in 1989, his message is universal. A Buddhist monk, whose only aspiration is spiritual enlightenment, could learn from The 7 Habits of Highly Effective People. A housewife whose only aspiration is to be a better mother could learn from the book. Whatever your goals are in life, I believe applying the 7 habits can help you achieve them. But don't take my word for it. I haven't even read The 7 Habits of Highly Effective People - yet.


The 7 Habits of Highly Effective People in 7 Minutes

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Tuesday, November 1, 2011

Creating Team Synergy - 3 Tips For Boosting Cooperation by Building Trust

!±8± Creating Team Synergy - 3 Tips For Boosting Cooperation by Building Trust

Does your team run like a well oiled machine? When the oil pressure in your car is low, a warning light flashes and a buzzer sounds, which warns you stop the engine immediately-or risk severely damaging your engine. Just as oil keeps an engine running, trust between team members is critical to create synergy, improve collaboration, and increase productivity.

3 vitals characteristics to foster trust and create synergy

Dependability - This morning after arriving at a local restaurant for a meeting, I sat down on a chair. I trusted inherently that the chair would hold me up when I sat down. There was never a question in my mind that the chair would do its job. Why? My past experience told me that these chairs and others chairs like it are dependable. They hadn't ever let me down. When I concluded that the chair was dependable, my trust in it, to fulfill its role, increased. Can the same be said of us? Can others depend on us consistently to follow through on what we promise? Do we show up on time? Trust between people is built when we back up our words with consistent action.

Transparency - What you see is what you get, there are no hidden agendas or secrets. There are people who may be professionally competent, but personally suspect. Secrets overshadow their life. They cloud their ability to bond completely with other team members. If we always have something to hide, we can never be fully present with team members around us. Combine professional competence and transparency, you get a trusted team member that cares for others on the team.

Likeablilty - Let's be honest, when we like the people with whom we work, we are more productive. A few weeks ago, we interviewed potential candidates for a job opening in my workplace. The decision came down to two people, both with similar work experience and skill levels. In the end, we simply liked one of the candidates more than the other. Likeability was a factor in adding her to our team. Her skill level gave us the confidence that we could entrust the work to her, but her likeability indicated to us that can actually work with her as a team member. In his book, The Likeability Factor, Tim Sanders writes, "Likeable people inspire others to give more," and "engage more deeply in conversations around projects and tasks, and people pay more attention to them...eliminating misunderstandings. Misunderstandings can be the heart of unproductive activity at work." Taking time to have lunch regularly as a team and spending time together outside the workplace increases the likeabilty factor and thereby trust between team members.


Creating Team Synergy - 3 Tips For Boosting Cooperation by Building Trust

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