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Ouslander, J. G., 503, 505, 506, 507, 509 Outlaw, F. H., 557, 564 Owen, C. B., 384 Owen, N., 127, 139 Owens, J. F., 93, 94, 500, 506 Oxman, J., 456, 459 Ozer, E. J., 484 Ozer, E. M., 484 Paccand, F., 597, 612 Paccaud, F., 229, 241 Pace, P. W., 126, 131, 138, 140, 171, 379, 570 Pachter, L., 216 Packard, R. C., 254, 265, 266, 360 Packer, M., 543 Packer, T., 373, 385 Pacula, R. L., 155, 163 Paddock, L., 201, 215 Padgett, D. A., 78, 93 Paffenbarger, R. S., 137, 143, 362 Page, A., 120 Page, G. G., 87, 92 Page-Goertz, S., 401, 411 Pagliusi, S. R., 149, 151, 166, 167 Paillard, M., 324, 335 Pain, M. C., 110, 119 Painter, J., 398, 409 Pakenham, K., 56, 57, 66, 72 Pakula, A. S., 476, 484 Palella, F. J., Jr., 231, 243 Palenque, M., 115 Palmatier, A., 427, 432 Palmer, A., 541 Palmer, D. D., 594, 612 Palmer, D. G., 190 Palmer, K., 408 Palmer, R., 300, 315, 425, 435 Pan, X., 12, 207, 215 Panarotto, L., 521, 543 Pandey, D. K., 564 Panjwani, U., 605, 612 Pankiewicz, J., 167 Pantano, M., 521, 543 Pantilat, S., 225, 241 Paone, D., 241 Papademetriou, V., 344, 360, 362 Papageogiou, A. C., 188 Papanicolaou, D. A., 190 Papay, P., 37, 47 Pape, S. J., 66, 71 Papernik, M., 387 Pappas, G., 555, 556, 564 Parcel, G., 240 Pareja, J., 388 Parish, S., 541 Park, C. C., 518, 536 Park, K. B., 451, 460 Park, S. J., 111, 118 Parker, G., 174, 177, 386 Parker, J., 57, 72, 174, 177, 187, 188, 189, 190 Parker, L. S., 161, 167 Parker, R., 193, 217 Parker, V. C., 551, 564 Parkes, C. M., 40, 46

Studies have shown that when confronted with situations like these the reasoning parts of your brain normally employed for effective decision making and sound judgment actually turn off, and the emotional parts of your brain turn on Dissonance physically impedes your ability to think clearly, act with reason, and make good decisions10 Businesses send con icting messages all the time, unaware that the dissonance they cause brings negative results.

Further, Millon suggests that the criterion sets for PDs should not simply list criteria at varying levels of generality (from behaviors such as self-mutilation to broad constructs such as identity disturbance) but should reflect a prototype analysis of the underlying functions central to personality. The list of domains of functioning presumed to be impaired in patients with PDs delineated in the preamble to Axis II in DSM-IV (cognition, interpersonal functioning, affectivity, and impulse regulation) would suggest at least four domains for each disorder. Millon s point is both conceptual and psychometric: If we were to describe PDs using even this simple, relatively atheoretical list of personality functions, each PD prototype would be defined in terms of characteristic modes of cognition, impulse regulation, and the like, with examples or subcriteria used to anchor each of these domains in relatively concrete behavioral descriptions.

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How many managers say they encourage the input of their subordinates but interrupt them by taking three phone calls, including one from a gol ng buddy, while meeting with them How does it feel to sit in that of ce, seemingly secure in the belief that your well-considered suggestions are desired, and receive undermining signals to the contrary Do you lose your train of thought, start stumbling over your words, or bail out in the middle of your proposition, no matter how important it seemed when you entered the of ce The next time you have an idea, do you just keep it to yourself How many companies talk about trust and individual empowerment, and yet require their employees to get the boss s signature on every expense reimbursement or multiple signatures on a purchase order If they claim to trust you, shouldn t they show they trust you How do you feel when you have to ll out a form, get it signed by your boss, and then get it approved by accounting before you are reimbursed for a $10 business lunch How much do you grumble, procrastinate, or resent the system for making you go to such extremes Do you look to nd ways to get paid back for your trouble, maybe slip in a personal receipt or two.