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Sometimes I’m Sad: A Child’s Guide to Positive and Negative Thoughts and Feelingsvolume 6

為了解決Does it make sense的問題，作者O’Neill, Poppy 這樣論述：

Does your child struggle with their mood? Perhaps they worry that they are not good enough and prefer not to even try anything new? Do they find it difficult to speak up in class or make friends? These could be signs that your child is experiencing feelings of low self-worth.This practical guide

combines cognitive behavioral therapy and mindfulness methods with simple activities to help your child to boost their mood and sense of self-worth. It’s aimed at children ages 8 to 12 because a lot happens in these years that can impact a child’s emotional well-being, not just now but for years to

come. Sometimes I’m Sad is full of great information, fun activities and top tips to help your child feel happy and confident. Activities include: How to spot positivity and negativityMindful coloringMood trackerBubble breathingRoom for all my emotionsPositivity scavenger huntRandom acts of kindness

Become an expert listenerGood-friend checklistand more!Your child will be guided, with the help of Chip--a friendly and supportive character they can identify with--through fun and engaging activities interspersed with useful tips, inspirational affirmations, and practical information for parents, g

randparents, teachers, and caregivers of all sorts.

Does it make sense進入發燒排行的影片

探討數位科技導入餐飲服務業對於消費者服務體驗之影響

為了解決Does it make sense的問題，作者張雅涵 這樣論述：

數位革命成為一股強大的變革力量，然而大多數的研究討論上亦聚焦於導入數位科技對廠商之優勢和效益，卻少以從消費者視角深入地探討心理感受。因此，本研究首先透過文獻綜整分析針對餐飲業將不同數位科技進行分類，並整理說明這些不同類型數位科技之特性，進而運用消費者深度訪談分析這些科技運用對於消費者接觸時所產生之感受和體驗，欲歸納出消費者在面對各類型餐飲數位科技服務的不同服務情境所產生的可能正反面感受。研究結果發現在服務前、中，主要優點是省時、便利、舒適自在。在服務後，其主要優點有輕便方便、舒適自在、自主性。再者，個人的心理也產生截然不同的缺點，在服務前，主要缺點分別為:系統介面未優化、缺乏溫度真實感、服務

介面制式化、疏遠性。而在服務中的有:缺乏溫度真實感、使用介面不流暢、功能單一化。至於在服務後，強迫不適感、時差性、資料安全疑慮盜刷風險上述三個為主要缺點。最後，本研究貢獻方面，在實務管理意涵上，期望透過這些結果能供業者在導入數位科技於服務流程中之商業價值，以提供餐飲業者在擬定服務創新策略時之參考。

What Doesn’’t Kill Us Makes Us: Who We Become After Tragedy and Trauma

為了解決Does it make sense的問題，作者Mariani, Mike 這樣論述：

＂A bold and intricate exploration of catastrophe as not just a transformative experience or a test case for resilience, but something that completely reinvents us--a reincarnation.＂--Robert Kolker, #1 New York Times bestselling author of Hidden Valley Road＂A masterpiece--a book that truly capture

s what it means to be changed by tragedy, and a necessary salve for our troubled times.＂--Ed Yong, New York Times bestselling author of An Immense World and I Contain Multitudes＂What doesn’t kill us makes us stronger,＂ the adage--adapted from Nietzsche’s famous maxim--goes. But how much truth is the

re to that ubiquitous, inexhaustible saying? Tracing the lives of six people who have experienced profoundly life-changing events, journalist Mike Mariani explores the nuances and largely uncharted territory of what happens after one’s life is severed into a before and after. If what doesn’t kill us

does not necessarily make us stronger, he asks, what does it make us? When his own life was transformed by the onset of a chronic illness, Mariani turned inward, changing his bustling, exuberant lifestyle into something more contemplative and deliberate. In this ambitious work of narrative reportin

g, he uses his own experience, as well as lessons from psychology, literature, mythology, and religion, to tell the stories of people living what he describes as ＂afterlives.＂ His subjects’ harrowing episodes range from a paralyzing car crash to a personality-altering traumatic brain injury to an ac

cidental homicide that resulted in a sentence of life imprisonment. Their ＂afterlives,＂ Mariani argues, have compelled them to supercharge their identities, narrowing and deepening their focus to find a sense of meaning--whether through academia or religion or ministering to others--in lives sundere

d by tragedy. Only then can these people truly reinvent themselves, testifying to their own unseen multitudes and the valiant mutability of the human spirit. Delving into lives we rarely see in such meticulous detail--lives filled with struggle, loss, perseverance, transformation, and triumph--Maria

ni leads us into some of the darkest corners of human existence, only to reveal our endless capacity for kindling new light.

教練型領導組織承諾的關係:以組織創新活力為中介變項

為了解決Does it make sense的問題，作者賴世耕 這樣論述：

教練型領導是通過鼓勵、指導、授權等方式樹立工作目標，最終實現領導者和員工之間相互促進以及共同發展。透過提高組織創新活力，來提高組織承諾，使員工達到對企業有緊密的關係，並且提高創新活力，以利組織面對環境改變越來越快速的問題。本研究之搜取樣本方法使用便利抽樣方式，而研究對象為台灣企業之員工，須在公司滿3個月以上工作經驗，並具有團隊經驗，以網路問卷發放，共回收452份問卷，刪除無效問卷後共409份，有效問卷之回收率為90.48%。在統計數據顯示，假設一為教練型領導對整體組織承諾具有顯著正向影響(β=.712 , p < .001)，故假設一成立。假設二教練型領導對整體組織創新活力具有顯著正向影響(

β=.749 , p < .001)，故假設二的推論成立。假設三組織創新活力對整體組織承諾具有顯著正向影響(β=.846 , p < .001)，假設三的推論成立。假設四組織創新活力中介教練型領導與組織承諾之間在加入組織創新活力的中介變項後，教練型領導對組織承諾的影響力下降(β= .712 , p < .001、β= .183 , p < .001)，故假設四成立。根據上述的假設成立給予實務上的建議，首先，在現今大數據時代的來臨，若組織內部的領導者具有教練型領導風格，可以帶給員工更高的組織承諾；在面對需要快速創新的產業與組織，教練型領導能夠促進組織創新活力，是組織面對創新更有動能；在組織中的組

織創新活力的程度越高，會更吸引組織內部的成員提高歸屬感與承諾；在了解組織創新活力中介於教練型領導與組織承諾之間，可以更能夠了解，組織內部員工對於領導者與組織需要能夠帶來協助與好的溝通才有辦法讓員工有所歸屬。