#undermining

Literally undermining Al Aqsa & now blocking Muslims from accessing the mosque during Ramadan, refusing Christians and Catholics access to church for Palm Sunday (and likely Easter as well) and no one makes a peep. The smallest of the 3 religions that hold Jerusalem sacred are in control by military force and no one sees a problem? I feel like I'm in the Twilight Zone sometimes.

Trading card collaboration with Robert Hugh Hunt

Introducing our Client and our Project! Our main client is the Dutch National Police 👮🏼, more specifically its Limburg unit. Being a law enforcement agency, its duty is to duly uphold and enforce the law and safeguard them. Being a Dutch law enforcement agency, they are eager to promote innovation and do not hesitate to collaborate with other institutions that might help them with their endeavors, which in our case, Maastricht University. 🎓  The project that stems from this cooperation has two major concepts: Community police officers (wijkagenten) and subversive crime (ondermijning). It will be our task to help the Police of Limburg in boosting the efficacy of its community police officers in their combat against subversive crime. There appears to be an array of issues from the need for better knowledge and skills in detecting subversive crime to having effective and reciprocal communications between the headquarters and the agents on the street. In the months to come, we are going to assist the Limburg Police in the implementation of various recommendations on the issue and we will also utilize our trained creativity on coming up with result-oriented solutions to address this problem so stay tuned!

Tearing out your managerial hair over employees who just won’t change—especially the ones who are clearly smart, skilled, and deeply committed to your company and your plans for improvement? Before you throw up your hands in frustration, listen to recent psychological research: These otherwise valued employees aren’t purposefully subversive or resistant. Instead, they may be unwittingly caught in a competing commitment —a subconscious, hidden goal that conflicts with their stated commitments. For example: A project leader dragging his feet has an unrecognized competing commitment to avoid tougher assignments that may come his way if he delivers too successfully on the current project. Competing commitments make people personally immune to change. Worse, they can undermine your best employees’—and your company’s—success. If the thought of tackling these hidden commitments strikes you as a psychological quagmire, you’re not alone. However, you can help employees uncover and move beyond their competing commitments—without having to “put them on the couch.” But take care: You’ll be challenging employees’ deepest psychological foundations and questioning their longest-held beliefs. Tread delicately and sympathetically through this potentially painful process. Why bother, you ask? Consider the rewards: You help talented employees become much more effective and make far more significant contributions to your company. And, you discover what’s really going on when people who seem genuinely committed to change dig in their heels. Still think that grappling with employees’ psychology shouldn’t be part of your job? The truth is, all managers are psychologists—whether they want to be or not. Helping people overcome their limitations—including the messy, human contradictions that trouble us all—lies at the very heart of effective leadership. THE IDEA AT WORK Use these steps to break through an employee’s immunity to change: DIAGNOSE the COMPETING COMMITMENT Take two to three hours to explore these questions with the employee: “What would you like to see changed at work, so you could be more effective, or so work would be more satisfying?” Responses are usually complaints—e.g., Tom, a manager, grumbled, “My subordinates keep me out of the loop.” “What commitment does your complaint imply?” Complaints indicate what people care about most—e.g., Tom revealed, “I believe in open, candid communication.” “What are you doing, or not doing, to keep your commitment from being more fully realized?” Tom admitted, “When people bring bad news, I tend to shoot the messenger.” “Imagine doing the opposite of the undermining behaviour. Do you feel any discomfort, worry, or vague fear?” Tom imagined listening calmly and openly to bad news and concluded, “I’m afraid I’ll hear about a problem I can’t fix.” “By engaging in this undermining behaviour, what worrisome outcome are you committed to preventing?” The answer is the competing commitment—what causes them to dig in their heels against change. Tom conceded, “I’m committed to not learning about problems I can’t fix.” IDENTIFY the BIG ASSUMPTION This is the worldview that colours everything we see and that generates our competing commitment. People often form big assumptions early in life and then seldom, if ever, examine them. They’re woven into the very fabric of our lives. But only by bringing them into the light can people finally challenge their deepest beliefs and recognize why they’re engaging in seemingly contradictory behaviour. To identify the big assumption, guide an employee through this exercise: Create a sentence stem that inverts the competing commitment, then “fill in the blank.” Tom turned his competing commitment to not hearing about problems he couldn’t fix into this big assumption: “I assume that if I did hear about problems I can’t fix, people would discover I’m not qualified to do the job.” QUESTION the BIG ASSUMPTION Then help your employee simply observe or analyze himself in the context of his big assumption—but without yet changing his thinking or behavior. For example, ask: • “What does and doesn’t happen because you believe the big assumption is true?” • “What would cause you to question the validity of the big assumption?” • “How and when did the big assumption develop?” TEST—and CONSIDER REPLACING—the BIG ASSUMPTION By analyzing the circumstances leading up to and reinforcing their big assumptions, employees empower themselves to test those assumptions. They can now carefully and safely experiment with behaving differently than they usually do. After running several such tests, employees may feel ready to reevaluate the big assumption itself—and possibly even replace it with a new worldview that more accurately reflects their abilities. At the very least, they’ll eventually find more effective ways to support their competing commitment without sabotaging other commitments. They achieve ever-greater accomplishments—and your organization benefits by finally gaining greater access to their talents.

I’m SO glad I’ve got you guys here on Tumblr as my friends, and someone to talk to. People really wear me down and make me feel like I’m not valued! You are my respite from the crazy allisti-centric world out there, so thanks, I REALLY need this!

Today, we are going to introduce you to “ondermijning” (subversive crime). The term relates to visible and harmful effects that organised crime has on society. Organised crime as for example phantom housing, money laundering and the illegal production of drugs. Effects of those organised law violations range from a negative impact on societal values and standards to a stronger interconnection and decreased boundaries between the legitimate society and the underworld. Also, the dark characteristics of the underworld become status quo as society is more connected to it. Another dangerous threat is the decrease of collective resilience. Meaning that more people participate in a crime, look away from problems and knowingly and unknowingly profit from crimes. We hope you are as enthusiastic to learn more about the topic as we are!

Fear not to take your place With Jesus on the throne, And bid the powers of earth and hell, His sovereign sceptre own.