However, positive effects will still be attained when participants operate in several smaller groups. Throughout the world, IDT can be land-based or sea-based.
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Land-based Prevention Wings have been field-tested by militaries. Sea-based Prevention Wings are theoretically possible. Research allows the prediction of additional benefits of a Prevention Wing of the Military. These benefits include improved governmental cooperation, improved economic trends, decreased crime, improved health conditions, and improved quality of life. Brazilian warriors learned IDT as part of their military training. A number of Brazilian state governments introduced the technology.
More than twenty-six thousand military police officers of all ranks were instructed. People who learn IDT personally gain from the practice. Extensive research documents benefits to individuals, such as reduced response to stress, less anti-social behavior, reduced domestic violence, and increased hand-eye coordination. Research also reports reductions in post-traumatic stress disorder, doctor visits, alcohol problems, emotional numbness, insomnia, anxiety, family problems, and depression.
Holistic growth has been indicated by psycho-physiological means such as increases in global EEG coherence, and through psychological tests of intelligence, moral reasoning, and personality. IDT provides a solution that promises to reduce deaths and casualties without requiring changes in military tactics, special knowledge of combatant operations, or any new knowledge of enemy capabilities or weaknesses. This removes any onus on the concept of change which itself raises a sense of risk among military commanders.
Army War College. Sufficient numbers of practitioners of the TM and TM-Sidhi program to achieve the Maharishi Effect are currently practicing in groups in five countries: . In the South American countries listed, the groups consist mostly of school children. While it is noble for civilian groups to take on this responsibility, the military would be a more reliable and appropriate organization to manage IDT deployments. For instance, civilian groups must raise funds, while the military is already being paid to protect the nation from all enemies, foreign and domestic.
School children take extended vacations en masse, but the military staggers leave. Countries close to achieving sufficient numbers of IDT practitioners to achieve the Maharishi Effect include:. A square root of one percent calculator has been developed, to determine the approximate size of IDT groups needed any country or population size. David R. Leffler received his Ph. His other academic degrees include: a B. David was a member of the U. Air Force for nearly nine years. Naval Institute. Thank you to Lee Leffler, Dr. John Sorflaten, Dr.
Kenneth Walton, Dr. Kurt Kleinschnitz, Dr. Thank you to Kenneth Walton, Dr. Paul Roochnik and the practitioners of the TM technique in Korea who sponsored my travel expenses so I could attend this conference. Social Indicators Research, 47 2 : Journal of Social Behavior and Personality, 17 1 , International Center for Invincible Defense website. Journal of Offender Rehabilitation, 36 , In Sleep and dreams: A sourcebook , edited by J. Garland, New York, , pp.
Maharishi Effect. Unpublished doctoral dissertation. For an online summary see: "Ultraweak Photon Emission and Meditation.
Veda, Toronto. Read an article published by India Defence Consultants for more details. Marvin J. Cetron and Owen Davies. The Proteus Trends Series, 1 2 pp. Scoreboard of Invincible Nations. Invincible Defense Technology News , 1 January This can apply to both your professional and personal life. Pay attention to what others do or say that is particularly smart or good, then adopt it as your own habit. Notice also when a leader does something incredibly dumb or harmful to others, then put that in your leadership reservoir as well, so that you will never do the same.
Think of your life as a journey carrying a backpack, and observed behaviors are rocks you find along the path. Pick up both the good and bad—the good for future use and the bad to remind you not to repeat what those rocks represent. All great leaders learn something from those they encounter along their journey. I regularly cite those who taught me something that I now use myself. Perhaps one of the greatest periods during which I learned from others was my time in the Pentagon in the late s.
My 23 years of service to that point had been exclusively within Army ranks, with no duty served in another military branch. But in , when I became a new brigadier general, I was assigned to the Joint Staff in the Pentagon. I served during this time with a number of great military leaders who influenced me. I had to brief him each morning. That was a particularly interesting relationship, as he was a lieutenant colonel when I was a brigadier general in Seventeen years later, I reported to him.
I remember our first discussion in his office in , where I made clear that while we had a different relationship in the Pentagon, I was perfectly fine working for him. I remember him saying he was, as well. He was very comfortable in his own skin. We got along great in the two years of his command tenure and remain good friends to this day. I freely pass on mine. Feedback is not always well-intentioned and is used to punish, demean, or manipulate. As a result, you will find people avoiding it altogether—whether on the giving or receiving end of it.
Or you will find people trying to take it to a higher lever and state that what we need and really want is attention. Positive attention is the way to go. Build on strengths. But sometimes we need to tame our strengths for our own good, and sometimes we need to manage our weaknesses. And frequently we have no idea unless we are told. We need feedback.
Done right, feedback is not only a good thing, it is essential to growth and performance. They say we need to do more than tweak our feedback practices, we need to completely rethink the what, how, and why. Focus is about making the feedback specific, targeted, and brief. Frequency is the accelerator. To revolutionize feedback, the best thing you can do right now—especially as a leader—is to become a Seeker of feedback.
That is, become a person who proactively requests feedback from others with the intention of self-development or growth. It helps you in a couple of ways. First, you are the example you need to be, and second, to be a seeker lowers the fear associated with feedback because you choose the time and place, the issue and the extender of feedback. The authors offer the Seeker several tips to effective feedback seeking.
First, ask in advance, giving the Extender s time to think. Asking more than one person provides you with a better picture of what is actually happening. Give them permission to be candid with you. They are most likely as uncomfortable with it as you are. Third, ask them to start noticing based on the nature of the feedback you are requesting. And finally, make the choice to do something with what you have learned.
I found the chart below helpful in wrapping your mind around the proper way to deliver feedback. The considerations are many but going through the chart will help you not only form the conversation but get a handle on your intention for giving feedback in the first place. Feedback and other dirty words is full of helpful insights and constructive interpretations of the scientific studies and data regarding the issue of feedback. It is a comprehensive look at feedback and well worth reviewing in terms of both delivering and receiving feedback.
Inside every struggle is a gift. Leaders share their gifts with others.
Assessing Quality of Life and Living Conditions to Guide National Policy
We tend to not share our struggles or the lessons we learn from them. They are painful and very personal. But once he shared his story—his struggles—they connected, and it gave them meaning. It not only changed the employees but more importantly, it changed him. He understood them better and became a more compassionate leader.
His journey to founding and building the Populus Group is full of ups and downs. But every struggle left him with a gift he used to grow and overcome. The stories he shares are relatable and illuminate the gifts that will help you become a better leader. Enduring cultures are never enforced by a top-down hierarchy. Everyone lives in a culture, and therefor everyone must use their voice to contribute to it. Own Your Part: Leadership amounts to wanting more for your people than we want from them. Always be a Student: If you want to be a wise leader someday, you must fiercely apply what you learn.
You must also be selective when choosing who you will study. There are peaks and valleys—the business cycles we endure, the victories and pain points within an organization—that we experience as highs and lows. And yet as long as our doors remain open, there is no final endpoint, only new challenges, problems, innovations, and solutions. Everyone you hire started their career climb before you met them, and they will continue climbing for a long time after their tenure with your company is over.
All of us are working within our own set of constraints, goals, and unexpected life events that shape our journey. Your job as a leader is to encourage the growth of your people and to appreciate their particular contributions to the ongoing climb of the company. Regardless of when a person chooses to strike out on a different course, celebrate your time together. Life is a sequence of intersections, shared efforts, and differing goals. Welcome it into our lives as a tool for growth and increased meaning. Strength comes from our struggles. When you view your struggles as a gift, you will become a stronger, more resilient, and more compassionate leader.
And yet, what is crystal clear to me after 20 years in leadership roles is that those ingredients, while important to success, aren't enough if you've forgotten the fundamentals of being positive, learning from others, being honest and the kind of person people want to work with.
I wrote the book Always and Never: 20 Truths for a Happy Heart , to help center readers on guardrails for living and leading at your best. When you step outside of these boundaries, your professional and personal life are likely to suffer, holding you back on both fronts. Read, reflect, and recommit to these Always and Nevers, and realize the kind of future you've been planning for.
What you say and how you feel starts with the way you think. The way you think about everything is in your control. Thoughts are like seeds that need to be watered and nurtured with real knowledge, by real experts and real friends. A curious, open mind lets in the necessary sunshine. Never forget that you are in charge of the way you think and a healthy mind requires ongoing fertilization. And then listen some more. Listen to understand, to demonstrate empathy, and to give the gift of your time and attention.
Listen with your eyes as well as your ears. This requires slowing down long enough to truly see the person in front of you. They want a sounding board, reassurance, and to connect with someone close to them. Buddhism, Judaism, Hinduism, Confucianism, Christianity, and Islam all subscribe to a version of the Golden Rule in their religious teachings.
The truth has everything to do with intent. When intentions are pure and not mixed with anything else, there is the capacity for truth. In your daily consumption of information and interactions be aware of sources involved and their potential motives. People who spread rumors and half-truths are always recruiting new members.
The ability to build and keep trust is worth more than anything else you can bring to the table. There is no skill, degree, or talent that can replace it. Trust is the connective tissue between you and every important relationship in your life: your parents, spouse, boss, coworkers, and friends. The most important relationship you will ever have is the one you have with yourself. Take care of your health and finances on a daily basis. Make your voice the loudest you hear, and the first one you listen to about your hopes and dreams. The compelling force for happiness and success in your life is you and only you.
There is something you can do to maintain your youthful outlook on life—always be a student. Read books and magazines that broaden your horizons. Continuing your education in formal and informal ways will keep you young and interesting. They can be wrapped in fear or prejudice. Opinions can make people as impervious as steel preventing the passage to clear thinking or new possibilities.
Keep your mind free of opinions and focus on acquiring real knowledge. Be selective about people who hold themselves out as experts. The best knowledge possible is that which comes from your first-hand research and experiences. Get the facts before you make big purchases, cast your vote, or try to influence others. Allow yourself to see mistakes in a whole new light. Learn from them, and one day, your mistakes will provide material for the stories you tell, your heartfelt advice to others and your expanding book of self-confidence.
Always forgive yourself and others for making mistakes. Make decisions based on the best information you have and be confident you will be able to handle the outcome. If you want to be known as a team player, to be included in big projects and considered for promotion, look for ways to acknowledge others and their contributions. In fact, the group is always smarter than any one person, so why not embrace it and say so. When you make co-workers feel a part of something, they are inspired to do their best.
People who inspire are literally pushed up the ladder by their peers. These principles come to you as a loving reminder, moment of reassurance, and reaffirmation of all that is important today and will be for the rest of your life.
A New Role for the Military: Preventing Enemies from Arising—Reviving an Ancient Approach to Peace
It comes from someone who has learned through experience these change-proof concepts the hard way. I hope you'll share them with those you love. I hope it brings you comfort, joy and all the blessings of a life well-lived. J ERRY COLONNA helps start-up CEOs make peace with their demons, the psychological habits and behavioral patterns that have helped them to succeed—molding them into highly accomplished individuals—yet have been detrimental to their relationships and ultimate well-being. He states that much of what he has learned about growing up came from learning to lead.
Reboot is a peak into his life and the lives of leaders as they come to terms with who they are and what is holding them back. Who we are shows up in our leadership. Sometimes we use the organizations we lead to make ourselves feel better about our unresolved issues. The back of the warrior is strengthened by knowledge of knowing the right thing to do.
The soft, open heart is made resilient by remembering who you are, what you have come through, and how those things combine to make you unique as a leader. Learning to leader yourself is hard because it requires us to look at the reality of all that we are—not to fix blame on ourselves but to understand with clarity what is really happening in our lives. Learning to lead yourself is hard because it is painful. There it is. That same old haunting belief system. But the spinning prevents us from being who we really are.
False grit is brittle. False grit is dangerous. It feeds a stubbornness that, in turn, can feed delusion. We mistake the tendency to delude ourselves that our relationship will improve, our companies will succeed, if only we double down on our old patterns, grip the steering wheel until our knuckles whiten, and bear down.
Stubbornness is not the hallmark of the warrior. Leaders who persist out of stubbornness, believing themselves to be gritty, are at best delusional and, at worst, reckless. True grit is persistent. True grit acknowledges the potential of failure, embraces the fear of disappointment, and rallies the team to reach and try, regardless of the potential of loss. True grit, the capacity to stick with something to the end, stems from knowing oneself well enough to be able to forgive oneself. To have inquired deeply and steadily enough to find the deep sense of purpose that is beyond a personal mission statement.
In that knowing of oneself, one is then able to stand as a single, warrior amid a community of brokenhearted fellow leaders. Grace, in a secular sense—that is on a human level—is about perspective. A perspective larger than ourselves. A perspective that reaches to a purpose beyond who we are alone. In short, our connectedness. Grace is a critical part of who great leaders should be. Grace is something all leaders should model for the benefit of those around them so that it spreads to society in general.
Love, sacrifice, truth, and courage are virtues made actionable by grace. We may be disposed to do what is right; grace gives us the impetus to act upon doing it. Grace then becomes the inspiration for treating individuals with generosity, respect, and compassion.
It manifests itself as action in the name of others, and it energizes us to act upon our beliefs. To help us better understand grace and to help us intentionally apply it in our leadership, Baldoni explores grace from five perspectives with this acronym :. G is for Generosity : the will to do something for others.
R is for Respect : the dignity of life and work. A is for Action : the mechanism for change. C is for Compassion : the concern for others. E is for Energy : the spirit that catalyzes us. Gracious people give of themselves. Gracious people leverage who they are and what they have for the benefit of others. Gracious leaders share time, knowledge, and power. They cultivate a selfless approach to life.
Generosity emanates from an abundance mindset. A selfless person, even in the midst of personal adversity, can find something to share with others. That attitude is contagious. Self-awareness opens the door to respect for others. A fully self-aware person knows her faults as well as her strengths.
Such awareness compels the self to acknowledge the dignity of others. Respect and self-respect fuel each other. They grow together. Grace is intentional. A reactive mind rarely manifests grace. While grace that has been shown to us comes freely, it requires effort for us to generate it ourselves. Grace means rising above a perceived slight. Grace is often manifested in clarity of purpose and civility. Civility is a decision we make. They focus not on themselves, but on the needs of others—on healing.
Gracious people have the capacity to forgive and show mercy. Gratitude enables compassion—both gratitude expressed and felt. We need to reframe our lives with a constant awareness of just how important feeling gratitude within ourselves is because it actually helps our overall well-being. Grace requires energy. In forgiveness, mercy, joy, and humor. When we demonstrate grace in our leadership, it spills into other areas of our life as well because it is an approach to life.
Our example encourages others to begin to think that way as well. Grace—in all of the dimensions Baldoni explores in this book—is a value that has fallen on hard times. It is time to revive it in our personal lives, in the workplace, social media, and in public discourse. Grace celebrates grace as well as advocates for it. Baldoni shares many examples of people from all walks of life who demonstrate grace in their lives. They are an inspiration to us all. Grace reduces the space between us. Our environment often pushes us into negativity; into the differences between us.
Grace intentionally overlooks the negative and leverages the positive. It finds the connection and promotes it. Baldoni breaks the often intangible idea of grace into down-to-earth actionable behaviors that we can all intentionally implement into our lives. You will find a self-assessment tool of 20 questions to help you take an honest look at how much you have allowed grace to fill your thoughts and behaviors. Charles Fred initiated a study of over post-startup business to find out why, after they had experienced early growth, had stagnated.
What the researchers found is a problem in the way employees approached their roles, solved problems, and interacted with each other; poor-performing firms showed working environments of intense stress. Our culture baits us into a non-stop frantic pace with the inevitable unintentional behaviors. Many leaders believe that they are just setting the bar for high performance. So, when we require mental acuity, we experience diminished recall. When we need sharp thinking and problem-solving, our minds are full.
Into this environment, Charles Fred introduces a leadership discipline that inserts pause and calls it The 24 Hour Rule. Pause is not a delay but a discipline. It allows us to control how we respond and react to others, whether it takes five seconds or 24 hours. Most importantly, it does not delay our ambitions or dampen the need to hustle. Instead, we begin each day with unknown situations, variables well beyond our ability to plan and prepare.
For these reasons, a leader must use self-discipline—the ability to mentally call a time-out, to get rest, to run through a checklist—despite overwhelming temptations to quickly react or respond without doing so. It is the one thing we have complete control over. When we look at the highlight reel of successful people, it gives us the impression that they are always on—always producing.
As we watch from the sidelines, we create for ourselves a false set of expectations. We introduce unnecessary stress into our lives and work as we try to keep up. Top producers insert pause into their work. We need the self-discipline to do the same by letting go of a false ideal.
The 24 Hour Rule is a well thought out and well-executed booklet. Fred provides three steps for building self-discipline around pause. It is a quick read but one that is worth spending some time thinking about. Productivity is not about doing more faster. We undermine our potential when we try to do everything. Freedom to focus, Freedom to be present. Freedom to be spontaneous. Freedom to do nothing. To that end, Michael Hyatt presents in Free to Focus , 9 actions grouped into 3 steps. To start, you must stop. Formulate : What do you want your life to look like?
What matters to you most. What does that look like for you? Evaluate : Where are you now? What should you be doing? Evaluate what you do and could do based on two key criteria: passion and proficiency. The desire zone is where your passion and proficiency intersect and where you can make the greatest contribution. Obviously, this is where you want to be functioning most of the time. Hyatt adds a fifth zone called the Development Zone. This is an area where you are passionate about and developing a proficiency, or passionate about but not yet proficient.
We need to evaluate all of our tasks and place them in the appropriate zone. Rejuvenate : Make time to rejuvenate. We can increase the energy we direct at our why when we sleep, eat right, move, connect, play, reflect, and unplug. Eliminate : Every yes contains a no. Time is a zero-sum game. Then go find it. Delegate : Should I be doing this job at all? Tasks in your Drudgery and Disinterest Zones should be delegated. The items in your Distraction Zone may be harder to let loose of since you enjoy them even though you are not the most proficient at them.
Better to give them over to someone who can do them much better. If you have more than you can handle in your Desire Zone, you should look at delegating some of those too. So, while delegation does, in fact, take more time on the front end, it will save you an enormous amount of time every instance after that.
- Table of contents?
- Advancing Quality of Life in a Turbulent World.
- Advances in Grid and Pervasive Computing: 6th International Conference, GPC 2011, Oulu, Finland, May 11-13, 2011. Proceedings.
- Advancing Quality of Life in a Turbulent World | Richard J. Estes | Springer.
Consolidate : Harness the power of MegaBatching. In those dedicated blocks of time, I truly am free to focus on the thing that matters most at that moment. Designate : Decide what needs to be done now and what can be done later. Plan your ideal week. Designate the what and when of your week and day. Limit instant communications by turning off your notifications. Set boundaries by letting people know in advance that you are going offline for a period of time to focus. Use technology to block technology.
Listen to the right background music. Take charge of your day. Free to Focus is one of the best books you will read in order to take control of your life. You will find downloadable tools for each step of the process. To some, this comes naturally. Others must constantly work on it. Since my earliest memory, I have had the sense that anything worth doing… worth pursuing… must be passionately pursued.
A positive attitude naturally follows.
I found myself first assuming leadership responsibilities at age 14 when I became an Eagle Scout. For me, getting there was just a mountain to climb. It was the culmination of 21 merit badges and a large community project. It was the excitement of the journey, the arrival at a destination, and the achievement of the reward. For me, at 14 years old, it was like reaching the top of Mount Everest but with no real thought or plan on how I was going to get back down… the part of the climb where most people die. But it did help jump-start a lifelong journey to develop and sharpen my leadership skills—a journey that really never ends.
Great leaders constantly deal with the struggle between achieving personal goals, while doing so with humility.
The Ability to Read and Act on Signals
In high school, I held leadership roles in school government and on the sports field. My agreement sealed my fate. All these experiences helped shape my thinking about, and commitment to, leadership because people started to turn to me to lead. I had the right attitude throughout these early years. However, there came a period in college when I lost my way. My attendance at Purdue was facilitated by an Army ROTC scholarship, at a time when the Vietnam War was stoking nationwide protests across nearly every college campus.
Compared to other campuses, Purdue was a fairly conservative school, but we had a chapter of the Students for Democratic Society SDS , and they regularly protested the war on the mall or at the Armory. I had mixed feelings about the war when I arrived at Purdue in , having spent most of my high school years in Europe—insulated from the anti-war movement. But since I had an ROTC scholarship and my dad was retiring from the Air Force and starting law school about the same time I entered college, I felt an obligation to stay in a program that was paying my way.
I also worked 4 hours each evening Monday - Friday as a janitor, cleaning the second floor of the university library to help make ends meet. Just walking across campus in uniform to attend military drills drew unwanted attention. So, when the annual Army ROTC awards ceremony occurred in the spring of my freshman year , and knowing that I was not an award recipient, I decided to skip the ceremony and attend the SDS rally in the mall instead. Upon arriving at the armory, they broke open the large truck-sized doors and entered, chanting loud and strong.
State troopers in riot gear soon arrived to keep the protesters away from the formation of cadets. He called me in the following morning and told me that my scholarship was being put on probation. This was a wakeup call for me, and it began the reshaping of my attitude. I had to decide which side to be on. I came to realize that I wanted to be a leader more than a protestor.
Like some other Americans, I may have thought that the Vietnam War was ill-advised, but I also realized that there were alternative ways to make my mark on the world. When ROTC summer camp training rolled around between my junior and senior year, I spent nine weeks at Fort Riley and did well enough to become the third-ranking cadet at Purdue during my senior year.
Upon graduation from Purdue in , I was one of six cadets designated a Distinguished Military Graduate. You need building blocks to realize that dream. During those early years at Purdue—at least as it applied to an Army career—I lacked ambition, a good self-awareness, and perseverance.
I simply knew that I owed four years to the Army after graduation because of my scholarship, but after that, I thought I could move on to something else. Consider, for example, all the other concepts that courage connects to in workplace settings. Innovation takes courage because it requires creating ideas that are ground-breaking and tradition-defying; great ideas always start out as blasphemy! And sales always take courage because it requires knocking on the doors of prospects over and over in the face of rejection.
Having a way of categorizing courageous behavior allows you to pinpoint the exact type of courage that each individual worker may be most in need of building. The first bucket of courage is TRY Courage. TRY Courage is the courage of action. It is the courage of initiative.
TRY Courage requires you to exert energy in order to overcome inertia. You experience your TRY Courage whenever you must attempt something for the very first time, as when you cross over a threshold that other people may have already crossed over. First attempts; for example, the first time you lead an important strategic initiative for the company. Pioneering efforts, such as leading an initiative that your organization has never done before.
Taking action. All courage buckets come with a risk, and the risk is what causes people to avoid behaving with courage. The risk associated with TRY Courage is that your courageous actions may harm you, and, perhaps more importantly, other people. If you act on the risk and wipe out, not only are you likely to be hurt, but you could also potentially harm those around you. It is the risk of harming yourself or others that most commonly causes people to avoid exercising their TRY Courage. TRUST Courage is very hard for people who tend to be controlling and those who have been burned by trusting people in the past.
Following the lead of others, such as letting a direct report facilitate your meeting. Presuming positive intentions and giving team members the benefit of the doubt. By trusting others, you open yourself up to the possibility of your trust being misused. Thus, many people, especially those who have been betrayed in the past, find offering people trust very difficult.
For them, entrusting others is an act of courage. TELL Courage is what is needed to tell the truth, regardless of how difficult that truth may be for others to hear. It is the courage to not bite your tongue when you feel strongly about something. TELL Courage requires independence of thought. Speaking up and asserting yourself when you feel strongly about an issue.
Using constructive confrontation, such as providing difficult feedback to a peer, direct report, or boss. TELL Courage can be scary and comes with risks too. Courage is Contagious. Understanding and influencing courageous behavior requires that you be well versed in the different ways that people behave when their courage is activated.
By acting in a way that demonstrates these different types of courage, and by fostering an environment that encourages them, you can make your company culture a courageous one where employees innovate and grow both personally and professionally. A former member of the U. High Diving Team, Bill is considered the originator of the new organizational development practice of courage-building.
- The Official British Army Fitness Guide?
- The Sense of Space (S U N Y Series in Contemporary Continental Philosophy).
- A-Z Databases.
Department of Veterans Affairs. The only questions are what and how much. Poor choices lead you into failure, and good choices take you out of failure. Nobody likes failure. We are lead to believe that failure means that there is something wrong with us. Failure simply represents a challenge; not something to avoid.
We crave certainty, and that feeds our fears. The lesson of Fail More is to keep going. But your purpose will compel you to keep going, adapt, and grow. This book provides a review of the historical development of the field including the history of QOL in medicine and mental health as well as the research related to quality-of-work-life QWL programs. It discusses several of QOL main concepts: happiness, positive psychology, and subjective wellbeing.
Relations between spirituality and religiousness and QOL are examined as are the effects of educational attainment on QOL and marketing, and the associations with economic growth. The book goes on to investigate methodological approaches and issues that should be considered in measuring and analysing quality of life from a quantitative perspective. The final chapters are dedicated to research on elements of QOL in a broad range of countries and populations.
Related Advancing Quality of Life in a Turbulent World (Social Indicators Research Series)
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