Nonviolent Communication (NVC) is an approach to communication based on principles of nonviolence. It is not a technique to end disagreements, but rather a method designed to increase empathy and improve the quality of life of those who utilize the method and the people around them.

The single most important principle in biology is sustainability. In fact, it’s so important, that it means everything. Nothing matters if you can’t pass the test of time. When human relationships are sustainable not only do they survive, they compound.

it’s nice to be important but it’s more important to be nice

By Working Together with others you can make the most positive contribution to the most people

The idea of an integrated life is that you decide what’s really important to you, and be honest with yourself, and also you’re looking at your calendar near and longer term, and are you paying attention to the things that you really believe are important in your life to serve?

the lesson learned out of that, that I’ve learned over the years, and you have too, is you think about it, you look at it from every possible angle, and at the end of the day you decide, but the most important thing is that when you say it and you start to act on it, you really need to think about how you feel about it.

we only receive, or we only really want feedback when we feel safe, and we only offer real feedback when we feel safe

if you look up the definition of authenticity, three circles again, it’s the alignment of who you are and what you do between your beliefs, values, and behaviors.

Monarchy, where the divine right of kings establishes the political legitimacy of the rule of the monarch (king or queen); legitimacy also derives from the popular perception (tradition and custom) and acceptance of the monarch as the rightful ruler of nation and country. Contemporarily, such divine-right legitimacy is manifest in the absolute monarchy of the House of Saud (est. 1744), a royal family who have ruled and governed Saudi Arabia since the 18th century. Moreover, constitutional monarchy is a variant form of monarchic political legitimacy which combines traditional authority and legal–rational authority, by which means the monarch maintains nationalist unity (one people) and democratic administration (a political constitution)

In political science, legitimacy is the right and acceptance of an authority, usually a governing law or a regime. Whereas authority denotes a specific position in an established government, the term legitimacy denotes a system of government—wherein government denotes "sphere of influence"

Infant behaviours in the Strange Situation Protocol coded as disorganized/disoriented include overt displays of fear; contradictory behaviours or affects occurring simultaneously or sequentially; stereotypic, asymmetric, misdirected or jerky movements; or freezing and apparent dissociation. Lyons-Ruth has urged, however, that it should be more widely "recognized that 52% of disorganized infants continue to approach the caregiver, seek comfort, and cease their distress without clear ambivalent or avoidant behavior

Open banking is a financial services term within financial technology. It refers to:[1] The use of open APIs that enable third-party developers to build applications and services around the financial institution.[2][3] Greater financial transparency options for account holders, ranging from open data to private data. The use of open source technology to achieve the above

Emotional intelligence (EI) is most often defined as the ability to perceive, use, understand, manage, and handle emotions. People with high emotional intelligence can recognize their own emotions and those of others, use emotional information to guide thinking and behavior, discern between different feelings and label them appropriately, and adjust emotions to adapt to environments.[1] Although the term first appeared in 1964,[2] it gained popularity in the 1995 best-selling book Emotional Intelligence, written by science journalist Daniel Goleman. Goleman defined EI as the array of skills and characteristics that drive leadership performance

In rational choice theory, human individuals or groups can be modelled as 'actors' who choose from a 'choice set' of possible actions in order to try to achieve desired outcomes. An actor's 'incentive structure' comprises (its beliefs about) the costs associated with different actions in the choice set, and the likelihoods that different actions will lead to desired outcomes. In this setting we can differentiate between: outcome power – the ability of an actor to bring about or help bring about outcomes; social power – the ability of an actor to change the incentive structures of other actors in order to bring about outcomes. This framework can be used to model a wide range of social interactions where actors have the ability to exert power over others. For example, a 'powerful' actor can take options away from another's choice set; can change the relative costs of actions; can change the likelihood that a given action will lead to a given outcome; or might simply change the other's beliefs about its incentive structure.

Rational choice theory refers to a set of guidelines that help understand economic and social behaviour.[1] The theory originated in the eighteenth century and can be traced back to political economist and philosopher, Adam Smith.[2] The theory postulates that an individual will perform a cost-benefit analysis to determine whether an option is right for them.[3] It also suggests that an individual's self-driven rational actions will help better the overall economy. Rational choice theory looks at three concepts: rational actors, self interest and the invisible hand.

Socially Clueless – Architects’ relentless rationality can lead to frustration in their social lives. Their efforts to defy expectations may leave them feeling isolated or disconnected from other people. At times, they may become cynical about the value of relationships altogether, questioning the importance of love and connection.

Architects (INTJs) approach romance the way they do most challenges: strategically, with clear-cut goals and a plan for achieving them. In a purely rational world, this approach would be foolproof. Alas, love is rarely rational, and Architects are at risk of overlooking or misinterpreting the unpredictability of human nature and affection.

We must learn to love, learn to be kind, and this from earliest youth … Likewise, hatred must be learned and nurtured, if one wishes to become a proficient hater

Kindness and love, the most curative herbs and agents in human intercourse, are such precious finds that one would hope these balsamlike remedies would be used as economically as possible; but this is impossible. Only the boldest Utopians would dream of the economy of kindness

One can promise actions, but not feelings, for the latter are involuntary. He who promises to love forever or hate forever or be forever faithful to someone is promising something that is not in his power. He can, however, promise those actions that are usually the consequence of love, hatred, or faithfulness, but that can also spring from other motives: for there are several paths and motives to an action. A promise to love someone forever, then, means, ‘As long as I love you I will render unto you the actions of love; if I no longer love you, you will continue to receive the same actions from me, if for other motives.’ Thus the illusion remains in the minds of one’s fellow men that the love is unchanged and still the same. One is promising that the semblance of love will endure, then, when without self-deception one vows everlasting love.

The term "class size paradox" can be considered a generic term for all phenomena that arise where classes are of varied sizes, members of those classes disproportionately experience the larger classes, and most individ- uals therefore experience the average class size as larger than it is. Such phenomena are often more than mathematical curiosities; they have im- plications for how people experience and respond to various aspects of their environments.

The lines are blurring between what constitutes a worker, a business partner, or a customer, and the door between these relationships is no longer closed; it is a revolving one.

Know thyself: Proactively implement relationship guardrails to avoid repeating self-induced lock-in traps The best indicator of the future often comes from looking to the past. If you have had a history of staying in relationships longer than you should have, consider proactively—ideally, before a relationship commences—putting in place the following guardrails: Hesitate before acting upon referrals from friends or colleagues. Avoid entering into business relationships with friends or family. Set boundaries to prevent business relationships from evolving into personal friendships. Decline special perks, favors, or services from providers; instead, compensate providers for these additional services if they are something you truly desire. Establish explicit relationship agreements and exit clauses (for example, a “pre-nuptial” agreement or termination clause).

What got you here will not necessarily get you there: Beware of the lure of familiar, long-standing relationships Relationship length is a powerful influence on our non-exit decisions. Just because something worked for you in the past, however, doesn’t mean it is the best solution moving forward. Sadly, the tendency to stick with the status quo—a tendency that gets stronger over time—legitimizes firms’ propensity to abuse existing relationships for the sake of new prospects. Many firms commonly allocate more resources toward new prospects and pull back on the resources allocated to existing relationships. Consumers can help themselves recognize when long-standing relationships turn sour by having a heightened awareness of this business tactic

Carrots keep us in positive relationships; sticks keep us in negative relationships. While less prevalent overall as lock-in reasons, carrots represented many of the top reasons for study participants’ staying in positive relationships. As your organization allocates resources toward strategies that prevent consumers from leaving, consider the overall effect of sticks versus carrots on consumer attitude.

Those who value the consistency of existing routines may fall victim to the status quo bias.

Reciprocity theory describes situations where we feel guilty about the idea of moving on to someone else after being on the receiving end of a “favor.”

The zero-price-effect occurs when we systematically overvalue an item that is presented to us as “free.”

Dunbar's number is a suggested cognitive limit to the number of people with whom one can maintain stable social relationships—relationships in which an individual knows who each person is and how each person relates to every other person.[1][2] This number was first proposed in the 1990s by British anthropologist Robin Dunbar, who found a correlation between primate brain size and average social group size.[3] By using the average human brain size and extrapolating from the results of primates, he proposed that humans can comfortably maintain 150 stable relationships