For some it may became too hard to find a desirable instructor within driving range, this is yet another intention that interactive guitar lessons are becoming so  hot.  The people that establish these guides are not just artists, they’re true individuals trained in every aspect thinkable!

They also use real video and Music that people can relate to and have fun playing, it’s not just the same uninspiring notes over and over again.
Affordability is what made these courses so popular to begin with, by the time you add up what you pay in lessons, gas, and taking the time out of your day to ride all over the place it’s much cheaper to take interactive guitar lessons online.

And you can tally that the comfort of taking the lessons whenever you want, and watching the videos as much as you want—this makes training much easier and more enjoyable.
Interactive guitar lessons aren’t hard to grasp or navigate, they were put together by musicians!

It’s much less annoying to sit down and emphasis on learning how to play when you’re in the comfort of your own home and you have everything you need right in front of you.

Though we may not all be so fortunate to see the value in life as Claire or the young man’s family have, the story gives us a glimmer of hope — a glimmer of life that continues to grow and transition…even through death. While some of us may become part of the everlasting energy to recreate and revitalize, some may go onto new beginnings, new awakenings, or a new spiritual plane altogether.  The fact of the matter is that life is part of the Universal flow of energy; and as long as energy flows like the ever-revolving cycle of life, there will always be a new beginning to every ending…even in transition.

Until we speak again, I am

Joan Marie, Intuition Girl

Due to a recent news story, there is even more hope and light at the end of the proverbial tunnel.  According to the article, Ms. Claire Sylvia, a 47-year old woman who was dying from a lung disease, found new inspiration and took on new characteristics after she received a new pair of lungs and heart from an 18-year old boy.  Some skeptics may say that Sylvia may have been experiencing a sudden rush of life and exhilaration from the transplant, but I beg to differ.

After receiving the miraculous gift of life, Sylvia began having new cravings for beer (a drink she never liked), and other food items.  Not only did her taste buds change, Sylvia also began taking on certain traits that only the young man had had in his living years.  While these may be subtle personality changes, the transition that Sylvia experienced was more than just short of a miracle.  The life-changing event that Sylvia encountered some 20 odd years ago has definitely had a positive and spiritual impact on her life — and on the lives of the young man’s family.  Though traditionally, donor names are kept secret; (but in the case of Sylvia) she didn’t have to look further than her own dreams, where the donor name was revealed to her.  Coincidence?  Since that time, Sylvia has established a long-lasting relationship with the donor’s family; and I’m sure, both parties have found solace in this transition.

You can get what you want in life by simply using your mind power to generate positive thinking about any tssk you face. Do not spend time thinking about it see ways that you will accomplish it, and see the face of your boss when you turn your successful work over to him. Curb every negative thought by recalling something you did well in your life and dwelling on that result.

Positive thinking should not only be carried out during an exercise you should use your mind power to view everything you do with it. Many powerful businessmen have relationship difficulties simply because their mind power and self-improvement did not involve their private lives, to be really successful your mind set must involve every part of your life not just your career..

Confused? Do not know where to start? There are many self-help books both on and off line. You can start with goal setting to develop a positive attitude every day of your life, and see the change for the good of all those around you..

Remember the problems your have today will invariably be a distant almost forgotten memory in twelve months time, just as the problems of twelve months ago have faded with the passing of time. Go out with a smile, a positive attitude and look forward to a day full of opportunities for accomplishment and triumph. Use your mind power to develop a positive attitude that will lead you to personal growth and self-improvement.

You think you’re inadequate, that you don’t have the skills or the experience to do the job. Result? During the interview, you don’t do eye contact with whoever is interviewing you, this breeds mistrust, mistrust means no job

One leader is constantly thinking of the undesirable and stating for some reason that their team will not make a profitable presentation. The other, with a positive attitude, is constantly encouraging his team to constantly see the big overview and be positive that they will acquire success from their presentation. The team members of the former team would undoubtedly be considering they do not have what it takes to fully carry out the undertaking and realize success. The associates of the latter team will be all huge smiles, full of energy, usually thinking about the tasks that they have accomplished in the day.

THE SHOR PARADIGM

A decision taxonomy: The Stimulus – Hypothesis – Options – Response (SHOR)paradigm, formulated by Wohl, is useful in such decision situations.

The SHOR paradigm represents a qualitative, descriptive, model as distinct from a quantitative, predictive model, and comprises the following primary decision-making task elements:

S: Stimulus Input Data Processing

H: Hypothesis Generation, Hypothesis Evaluation, Information Processing [What is?]

O: Option Generation, Option Evaluation, Decision-Making [What if?]

R: Response Output Action

The SHOR paradigm is basically an extension of the classical Stimulus – Response (SR) Paradigm of behaviourist psychology.

The SHOR paradigm provides explicitly for the necessity to deal with information input uncertainty and consequence-of-action uncertainty, and helps us understand some of the peculiar human factors that affect the quality of the decision-making and answering questions such as:

What makes some decision-makers perform better than others, especially in placing high-value assets at risk, in business?

What are the sources and dimensions of “poor” performance?

HUMAN ERRORS IN DECISION-MAKING

Based on the SHOR Model, human errors in decision-making appear to lie in four domains:

(S) Stimulus: “I didn’t know…”

(H) Hypothesis: “I didn’t understand…”

(O) Options: “I didn’t consider…”

(R) Response: “I didn’t act…”

Stimulus based errors of the type “I didn’t know…” result from lack or inadequacy of information, the true inability to obtain information.

“I didn’t understand…” is the fundamental result of information input uncertainty, while “I didn’t consider…” is the product of consequence-of-action uncertainty.

It is possible to have accessed all significant information, to have developed the correct hypothesis and to have selected the best option and yet fail to take appropriate action.

The two possible reasons for the “I didn’t act…” type of response error are:

1. Paralysis: This is a complete failure to act, the pathological ‘observation of an inevitable course’ without intervention. It is caused by an over-riding emotional struggle in which some internal factor is being placed in conflict with the course of action selected by the decision-maker. The final scene in the evergreen classic film The Bridge on the River Kwai (1957) exemplifies such a situation.

2. Misjudgement: The decision-maker correctly decides what to do but errs in either or both of the two dimensions – how [the specifics of the action] or when [the timing of the action].

Prediction of the critical consequences of inaction may be of some help in dealing with paralysis whilst the ability to perform sensitivity analyses may assist in alleviating misjudgement.

Any Decision-Maker [and designers of decision proccesors and aids] must address the four cardinal types of errors epitomized by the SHOR paradigm: “I didn’t know…”, “I didn’t understand…”, “I didn’t consider…” and “I didn’t act…”

DECISION-MAKING IN UNCERTAINTY

In the context of decision-making in uncertainty, the conflict theory paradigm developed by Janis and Mann may be apt.

This paradigm postulates five patterns of coping behaviour which tends to occur in such situations:

1. Unconflicted Adherence in which the uncertain, or risk, information is ignored and the decision-maker complacently decides to continue whatever he has been doing.

2. Unconflicted Change to a new course of action, where the decision-maker uncritically adopts whichever new course of action is most salient, obvious or strongly recommended.

3. Defensive Avoidance in which the decision-maker evades conflict by procrastinating, shifting responsibility to someone else, or constructing wishful rationalisations and remaining selectively inattentive to corrective information.

4. Hypervigilance wherein the decision-maker searches frantically for a way out of the dilemma and impulsively seizes upon a hastily contrived solution that seems to promise immediate relief, overlooking the full range of consequences of his choice because of emotional excitement, repetitive thinking and cognitive constriction. In its most extreme form hypervigilance is referred to as “panic”.

5. Concerned Vigilance in which the decision-maker optimally processes pertinent information, generates and evaluates hypotheses and options before selecting a response as characterised by the SHOR paradigm.

In many real-life situations a decision-maker cannot always keep waiting until the entire information-input and consequence-of-action conditions are known a priori with certainty.

In most cases there is no such thing as “perfect” certainty.

If a single most important characteristic is crucial to a decision-maker in any field, it is the ability to make optimal decisions in conditions of uncertainty.

Qualitative descriptive models like the SHOR paradigm may prove useful in such situations.

To quote Frederic Amiel once again: “The man who insists upon seeing with perfect clearness before he decides, never decides”.

VIKRAM KARVE

SHOR Paradigm

By

VIKRAM KARVE

“The man who insists upon seeing with perfect clearness before he decides, never decides” …Frederic Amiel

Decision-making is so pervasive that everyone, professionally or personally, is involved with making a variety of decisions.

In today’s fast-moving world, the timing of a decision is of paramount importance in many decision-making situations.

In real life even the “perfect” decision may not be optimal if it is made too late.

Information is a vital resource in decision-making.

One of the most important characteristics of successful managers is the ability to make the correct decision when confronted with imperfect or insufficient information (i.e.) Decision-making under conditions of uncertainty.

In the context of decision-processing, two realms or domains of uncertainty are:

1. Information Input Uncertainty which creates the need for hypothesis generation and evaluation;

Look into the mirror and ask yourself, does your jaw line look soft with curves or angular with angles?

Is your face long and narrow or wide and short?

Answer to question 1;

Soft with curves jaw line

Wear your jewelleries such as earrings, necklace, eyewear, hairstyles, and necklines in curve lines. Complement with your curve jaw line, do not conflict with your jaw line because this will make you look very rounded.

Angular with angles

Wear your jewelleries such as earrings, necklace, eyewear, hairstyles, and necklines in angular lines. Complement with your angular jaw line, do not conflict with your jaw line because this will make you look very angular.

Answer to question 2;

Long and narrow face
Fringe will look lovely on you.

Wide and short face
Show off your forehead; do not cover them with fringe because this will make your face looking shorter. Eventually, people have to search for your eyes.

Next you look at the bridge of your nose. For those with long bridge nose, you can either camouflage with slightly darker foundation or loose powder. But you must avoid centre parting hairstyle. Apply some dark colors on the nostril area and darken the centre of your nose.

If you have very square jaw line, use a darker foundation or concealer and shade the side of your jaw to give an impression of a curve jaw line.

Nevertheless, I strongly recommend you to not to do so much camouflage, but to enhance your better features and nobody will even notice your flaw.

There is nothing to be shy about approaching them. This is how we learn. They will willingly tell you because number 1, they have been praised for their good and to maintain the nice feeling, they will share their secrets with you.

Now, can you look good all the time or at any time of the day? Of course you can, all of us can. Remember, all of us are born good looking. All you need to do is understand yourself, analysis your face shape, your body shape your skin tone coloring and then you enhance your best features and camouflage you’re not so good features with makeup or dressing or accessories.

Let’s start with your face shape. There are various face shapes – round, square, rectangle, triangular, oval, pear, diamond, triangle and many more fancy names. I am not going to confuse you but to get you to know your face shape easily. How to do this? Well, continue reading this article.

Few people are completely innovative or passive. The majority of us oscillate between the two poles, gaining ground one day and retreating on the next. Although we are clever enough to see the long-term disadvantages of passivity, we move away from it only slowly, in careful steps.

Human beings require time to change essential thinking patterns. Even if a man exerts massive efforts, he will not transform his personality in a week. Emotional changes are the outcome of philosophical transformation.

A quick fix will not overhaul your personality, but for all practical purposes, you don’t need it either. To improve your effectiveness, you just have to correct your thinking when passivity makes its appearance.

We can start the transition from routine to entrepreneurship with a mental exercise that takes only ten minutes, but if you perform it daily for several months, your attitude will change permanently. Here is how the process works:

Devote the initial two minutes to verbalizing the habit that you wish to be discard. Ask yourself why you have been acting and thinking in that particular way. What were you trying to achieve with such behaviour? Was it something that you learned in infancy or that you have picked up along the way?

If you perform the exercise while you are driving alone, take the opportunity to speak out your thoughts. In these days of ubiquitous mobile phones, nobody will be surprised to see a driver speaking aloud in his car. Who knows if he is dictating notes into a recorder or giving instructions by phone to his stock broker?

Take a deep breath a spend the next three minutes exploring your feelings. How strong is your motivation to change? What penalties would you incur if you drop tasks you dislike? Can you afford to quit what you detest? Are you afraid of changing? How justified are your concerns?

During the remaining five minutes of the process, paint a mental picture of the desired transformation. Name the benefits of the alternatives that you want to pursue. Think of the doors that your new behaviour will open. Speak out the advantages and let them turn around your emotions.

If your disputation is sufficiently strong, a feeling of elation should ensue. Make your defence of change passionate. Your speech should win over your heart, not justify the past. Let optimism burn down the remnants of boredom; let ambition bury passivity under the debris of broken routines.

Ten minutes of thoughtfulness can turn around your mood. A vigorous disputation can shift your views from passivity to entrepreneurship. Make this exercise a fun performance. Win yourself over with sound arguments and enthusiastic words.

If you do this once a day during several months, your thought patterns will change. Your alertness to opportunities will increase. Your willingness to seek alternatives will grow until you won’t need those ten minutes any more. At that point, your ship will have successfully sailed away from the shore.

JOHN VESPASIAN writes about rational living and is the author of the books “When everything fails, try this” and “Rationality is the way to happiness.” He has resided in New York, Madrid, Paris and Munich. His stories reflect the values of entrepreneurship, tolerance and self-reliance.