English In Mind 2 Answer Key
Fermina Enge
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You might think it strange I'd have to ask the meaning of what many might consider such a basic term. But I've learned that most of the time when someone asks me a business question, the best immediate response is not to try to answer the question, but rather to try to pin down exactly what it is they're trying to get at. I frequently throw out, "Can you explain what you mean by that?" during most of my meetings.
It must not be a common response, because many people I ask it to seem a bit taken aback at hearing me challenge the clarity of their questions. My sense is that people tend to think their questions are clear and straightforward, and askees assume they've understood perfectly the questions being asked of them. And yet, when I persist in pinning people down, it usually turns out the asker has something in mind that's somewhat different from what I and others might have assumed.
That gap between what one might assume is being asked, and what's really being asked, owes to several factors. Askers and askees bring different histories, perspectives, cultures, contexts, goals, agendas, focuses, plans, and more. Placed against what might be wildly differing views of the subject at hand, it only makes sense that even simple-sounding questions might be loaded with nuances, assumptions and twists and turns that get completely lost between the transmission and reception of the question. It may simply be that discussants are attributing different meanings to the same key words. And some people just aren't very adept at clearly stating what's really on their minds, or might hesitate to do so for any number of reasons.
That's why I make no assumptions, and work to pin down the real meaning of questions before launching into deeper discussions. Doing so frequently saves me from starting down the path to negotiations that would only have eventually revealed that we weren't heading to the sort of results both sides thought they were heading to. It's easy to assume that if both sides are hearing the same words, they must be on the same page. Big mistake.
Let me give you a few examples from my industry, global healthcare. Among the questions that are posed to me early on at many of my meetings with hospital executive are these: How can our organizations identify a good partnership opportunity? What's the best path to expanding healthcare in this region? How is healthcare changing? In all these cases, and many others, I don't even start mulling over replies until I've had the asker help me deconstruct the question so I can find out what the questioner really wants to know. Does "partnership" mean consulting? A shared operating agreement? Affiliation? Shared ownership? What sort of expansion are they thinking of? More hospital beds? More hospitals? More specialty care? More care delivered to people? What do they mean by healthcare? Hospital services? All forms of care? Population health? Technology?
Let me use the China "hospital management" question to illustrate how far off track a misunderstood question can take you, especially when different countries and cultures are involved. Having probed for detailed on this issue many times, I can tell you that Chinese hospital and healthcare leaders often see the boundaries of hospital management very differently than we do in the U.S. The Chinese tend to see hospitals as consisting of two parallel and fairly independent operations: the business operations, and the clinical operations. Managers in China typically don't "manage" the clinical side of things; that's run by physicians. Managers are only focused on the business decisions, mostly around revenues and costs--they don't tie these measurements to things like quality and safety of care, which are issues for the physicians to worry about. In the U.S., of course, the business side and clinical side are deeply intertwined under management. U.S. hospital managers keep quality and safety as top goals, typically above the financial issues.
You can imagine how frustrating a relationship might be between a U.S. and China hospital if the China managers were looking to advance their hospitals strictly by better managing the business side, while the U.S. managers kept emphasizing the need to improve clinical pathways, care models and processes. And yet that's probably the sort of deal I'd be ending up in if I hadn't take pains to push for an understanding of the question. That's not to say it's a problem we can't overcome--I've led my organizations into a number of productive partnerships with China hospitals. But it required doing some digging into the meaning of those first key questions to get us all on the same page.
I'll bet a lot of the deals and business relationships that ultimately collapse during negotiations--or even worse, after a deal is inked and launched--were doomed from the start because of miscommunicated early questions that were never closely examined. That's too bad, considering the solution can be as simple as saying, "What exactly do you mean by that?"
If you have been wondering about how to get answers from your subconscious mind, my first tip is to simply ask your subconscious mind a question before you go to sleep. Your subconscious will work on the question and deliver it to you on a golden platter.
Einstein used his subconscious mind and visualization to create thought experiments which revolutionized physics and the way we looked at the physical world through utilising equations. He started these thought experiments to help break through the plateaus he was having with his mathematical equations and his actual conscious work.
The thought experiments gave him epiphanies. You might have heard of the elevator experiment, the train experiment, or him riding on a bike and viewing a beam of light traveling with him. These helped form the theory of relativity. Many scientists have attributed this intuitive mind to being the reasoning behind their scientific discoveries and out-of-the-box thinking.
Find as much information as you can to aid you in fixing this problem consciously. You could do this by looking through textbooks, consulting with bridge experts, and even looking at previous designs. Anything that is suitable to help you design a bridge.
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Since Premack and Woodruf (1978), the study of mindreading abilities in nonhumans, especially primates, has been thoroughly investigated. But attempts to understand the evolution of this aspect of human intelligence have mainly focused on comparisons between apes and human infants, while relatively little is known about the abilities of monkeys. This lack of data on monkeys seems mainly due to the hypothesis of a cognitive "gap" between apes and monkeys. However, in recent years monkeys have been featuring more prominently in the landscape of social cognition research, and some of these systematic studies appear promising. This paper reviews i) current knowledge about monkeys' socio-cognitive abilities, especially regarding gaze processing, attention and intention reading, and perspective-taking, ii) alternative hypotheses regarding the underlying mechanisms of such complex behaviors, and iii) potential new perspectives and future directions for studying ToM in monkeys.
In the meantime, if you have any suggestions for more environmentally friendly cleaning products that actually work, please let me know. I want to do the right thing, but I also want clean things to be clean.
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Medscape Medical News spoke recently with Rashbaum, a physiatrist and chief of tension myoneural syndrome at NYU Langone Health, New York City, about TMS and how he manages patients with chronic pain.
Rashbaum: I have a skewed population. I'm sort of like a guru in mind-body back pain, so the people who come to me are already thinking along those lines. I ask, "What's going on in your life?" Maybe there are job issues, marital issues, health issues, and I'd say that it's certainly possible that stress can be causing this back pain.
Sometimes when I see a patient referred from another physician, I'm a bit hesitant to ask about what's going on in their life. Even earlier today, I'd seen a patient with back pain and I had a sense that they were not really going to be open to a mind-body approach. So I said, do physical therapy.
Rashbaum: I would tell them they could be looking harder for that evidence. For example, in a patient page from JAMA from April 24, 2013, on low back pain, often the cause of back pain is unknown. There are data in spine surgical journals that patients with psychological issues do worse with spine surgery. And in 2016 JAMA published a study from Cherkin et al which found that among adults with chronic low back pain, treatment with mindfulness-based stress reduction or cognitive behavioral therapy resulted in greater improvement in back pain and functional limitations at 26 weeks compared with usual care.
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