5. Othello and Desdemona - Love (pas de deux)
TJEKNAVORIAN - Othello Ballet Suite
Loris Tjeknavorian
"Othello" Ballet . Scene 5
London Symphony Orchestra
Conductor: L. Tjeknavorian
لوریس چکناوریان
باله "اتللو" . صحنه ۵
ارکستر سمفونیک لندن
به رهبری لوریس چکناوریان
"Othello" Ballet . Scene 5
London Symphony Orchestra
Conductor: L. Tjeknavorian
لوریس چکناوریان
باله "اتللو" . صحنه ۵
ارکستر سمفونیک لندن
به رهبری لوریس چکناوریان
3. Desdemona in love
TJEKNAVORIAN - Othello Ballet Suite
Loris Tjeknavorian
"Othello" Ballet . Scene 3
London Symphony Orchestra
Conductor: L. Tjeknavorian
لوریس چکناوریان
باله "اتللو" . صحنه ۳
ارکستر سمفونیک لندن
به رهبری لوریس چکناوریان
"Othello" Ballet . Scene 3
London Symphony Orchestra
Conductor: L. Tjeknavorian
لوریس چکناوریان
باله "اتللو" . صحنه ۳
ارکستر سمفونیک لندن
به رهبری لوریس چکناوریان
Forwarded from غریبه.
باورم نمیشه دو ساعت سرکلاس یه احمق نشستم
غریبه.
باورم نمیشه دو ساعت سرکلاس یه احمق نشستم
هر روز من تو این دانشگاه
Media is too big
VIEW IN TELEGRAM
The.Father.2020.1080p.BluRay.YIFY
Forwarded from دوزخ امّا سرد
This media is not supported in your browser
VIEW IN TELEGRAM
تهوعآور، منزجرکننده، احمقانه.
چهطور تولید چنین چیزی ممکن است؟
چهطور تولید چنین چیزی ممکن است؟
🤯2
Forwarded from دوزخ امّا سرد
دوزخ امّا سرد
تهوعآور، منزجرکننده، احمقانه. چهطور تولید چنین چیزی ممکن است؟
این مثلاً قسمتی از بازجویی ساواک است! حالا ساواک هم نه، یک دستگاه امنیتی در گینه بیسائو را فرض کنید. نویسنده موقع نوشتن چنین صحنهای چهطور خندهاش نگرفته؟ این اداهای صورت بازیگران چیست؟
🤯3👍2
The results of the studies cast further doubt on the efficacy of these pay-for-performance practices, however. Of course, these practices can motivate people, but in the process, they will likely encourage shortcuts and undermine intrinsic motivation. They will draw people’s attention away from the job itself, toward the rewards it can yield, and that without doubt will result in less effective, less creative problem solving. In a time of major problems facing the business world, in a time when thoughtful, visionary problem solving is what’s needed, too many companies have taken the easy road by falling into a pattern of relying on glamorous incentives rather than promoting involvement with the job and commitment to the company.
📚 why do we do what we do
✍ Edward L. Deci and Richard Flaste
📚 why do we do what we do
✍ Edward L. Deci and Richard Flaste
❤1
Колония имени Горького | کولونی گورکی
The results of the studies cast further doubt on the efficacy of these pay-for-performance practices, however. Of course, these practices can motivate people, but in the process, they will likely encourage shortcuts and undermine intrinsic motivation. They…
capitalism breeds innovation.
meanwhile capitalism:
meanwhile capitalism:
👌1
𝑫𝒐𝒓𝒐𝒕𝒉𝒚 𝒊𝒏 𝑴𝒊𝒅𝒅𝒍𝒆 𝑬𝒂𝒓𝒕𝒉
وای دلم واسه حرف زدنامون با لیا و ساشا و صبا و تیام و لونا و نیل تنگ شده. خیلی زیاد. خیلی خیلی زیاد.😭
منم همینطور عاشوب قشنگم. بازم به اوج باز خواهیم گشت
👍3👎1
⚫️ رسانه مردمی
نصب ۱۱۰ مناره اذانگو در نقاط مختلف شهر تهران؛ ▫️تو سامانه شفافیت شهرداری قراردادش رو پیدا نکردم ببینم چقدر برامون آب خورده، ظاهراً چند وقته سامانه دیگه بروز نمیشه. برای این کرسیشعرا کمبود برق و انرژی ندارید؟ ملت دوتا لامپ تو خونشون روشن کنند فقط تامین انرژیتون…
This media is not supported in your browser
VIEW IN TELEGRAM
پلن جدید
For extrinsic motivation to work as a motivator, there must be clarity about what behaviors are expected, and what outcomes will result from those instrumental behaviors.
📚 why do we do what we do
✍ Edward L. Deci and Richard Flaste
📚 why do we do what we do
✍ Edward L. Deci and Richard Flaste
In most totalitarian systems, and for some people in our system, the same is true; there are not clear linkages between understandable behaviors and desired outcomes, so there is a profound lack of motivation to be a productive member of society.
📚 why do we do what we do
✍ Edward L. Deci and Richard Flaste
📚 why do we do what we do
✍ Edward L. Deci and Richard Flaste
White’s theorizing suggests that there is a second important psychological need—beyond autonomy—that underlies intrinsically motivated behavior. People, impelled by the need to feel competent, might engage in various activities simply to expand their own sense of accomplishment. When you think about it, the curiosity of children—their intrinsic motivation to learn—might, to a large extent, be attributed to their need to feel effective or competent in dealing with their world.
📚 why do we do what we do
✍ Edward L. Deci and Richard Flaste
📚 why do we do what we do
✍ Edward L. Deci and Richard Flaste
The feeling of competence results when a person takes on and, in his or her own view, meets optimal challenges. Optimal challenge is a key concept here. Being able to do something that is trivially easy does not lead to perceived competence, for the feeling of being effective occurs spontaneously only when one has worked toward accomplishment. Like the children at Cobblestone School, with their spontaneous, inner desire to test themselves and the environment, all of us are striving for mastery, for affirmations of our own competence. One does not have to be best or first, or to get an “‘A,” to feel competent; one need only take on a meaningful peranal challenge and give it one’s best.
📚 why do we do what we do
✍ Edward L. Deci and Richard Flaste
📚 why do we do what we do
✍ Edward L. Deci and Richard Flaste
Wayne Cascio (now an industrial psychologist at the University of Colorado), Judith Krusell (now a clinical psychologist in New Jersey), and I did another simple experiment. We gave positive feed back—statements like, ““Good, you solved that one faster than most people”—to half the subjects, but we gave no performance feedback to the other half. Because the task was one where people could not really tell how well they were doing, it was possible to give positive feedback that was believable no matter how well they actually did. Half the subjects in each experimental group were male and half female, and the results were quite startling indeed, so unexpected that, in a kind of scientific double take, we felt obliged to give the experiment another try. In both of these cases, the results indicated that praising males increased their intrinsic motivation, but praising females decreased their intrinsic motivation. It was apparently the case that females got “hooked” by the praise, whereas males, for whom it simply affirmed their success—it signified that they were competent—were propelled onward by it. But why might that be so?
📚 why do we do what we do
✍ Edward L. Deci and Richard Flaste
📚 why do we do what we do
✍ Edward L. Deci and Richard Flaste