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Cold War Berlin: An Island City: Volume 3: Defending West Berlin, 1945 - 1990

為了解決Western Alliance Ban的問題，作者Long, Andrew 這樣論述：

At the end of the Second World War, the victorious allies split Germany into four Occupation Zones, one each for the British, Americans, French and Soviets. Berlin, the capital of the former Third Reich was deep inside the Soviet Zone, but the Western Allies did not want to leave this jewel in the c

rown to Stalin and insisted on dividing the city up into four occupation sectors, split along similar lines. As the months turned into years, there was nothing Stalin could do to persuade the Western Allies to leave the city and the relationship between these former allies crumbled into distrust, ob

struction, acrimony, and the first skirmishes of a new Cold War. Although it was 100 miles inside Soviet Zone (which became East Germany), Berlin became the frontline in this new conflict. The Western Allies established sizable garrisons in their sectors, and while they trained hard for World War Th

ree, they were under no illusions - their role was as a tripwire, to hold out for as long as possible to buy negotiation time for London, Washington D.C., and Paris to stop the situation escalating into a full-scale nuclear exchange.But despite the constant shadow of annihilation, Berlin was a plum

posting for Allied soldiers, where they enjoyed better living conditions, and all the distractions, cultural or otherwise, and the bright lights of one of Europe’s most cosmopolitan and vibrant cities. Berlin presented some unique challenges as to be expected with an island surrounded by hostile for

ces. Getting to get to the city in the first place was not straightforward, traveling along heavily controlled road, rail, and air corridors where the rights of passage were as jealously protected as the sectors of the city itself. The garrisons needed to be completely self-sufficient and were const

antly kept on a war footing, with alert troops at five minutes readiness. They were supported by tanks and artillery, plus all the logistics and support functions to look after thousands of troops, and their families, including schools, hospitals, shopping centers, theaters, and cinemas. There was a

lso the important job of state building, seeing the role changing from conqueror, to military government, to civilian oversight, to the new sovereign state of West Germany.This is the extraordinary story of how the Western Alliance defended the enclave of West Berlin: the forces involved; how they w

ere structured; the equipment they used; where they were based; and how they fitted in with the wider defense of Western Europe by NATO. It looks closely at the roles played by the garrisons in the city, their regular duties, special events and their constant training. Extensively illustrated throug

hout with photographs, maps, diagrams, and tables, it continues the mini-series on Cold War Berlin from this author, and covers the whole of the Cold War, from the end of the Second World War in 1945 to German reunification in 1990.

Millionaire Moves: Seven Proven Principles of Entrepreneurship

為了解決Western Alliance Ban的問題，作者Pickard Phd, William F. 這樣論述：

Dr. William F. Pickard, PhD is Chairman of Global Automotive Alliance, Co-Managing Partner, MGM Grand Detroit Casino, CEO, Bearwood Management Company and co-owner of five black-owned newspapers. Pickard’s forty-five-year entrepreneurial career began as a McDonald’s franchisee in Detroit, Michigan.

In 1989, he founded an Automotive Manufacturing Company and grew it into Global Automotive Alliance, Logistics and Manufacturing companies with more than one half billion dollars in sales and eight plants in the U.S. and Canada. GAA services corporations such as Boeing, Mercedes Benz, Ford, General

Motors, Chrysler, Delphi, Johnson Controls, Starbucks, Home Depot and Merck Pharmaceutical. He has served on numerous business and non-profit boards including Asset Acceptance Capital Corporation, Michigan National Bank, LaSalle Bank, Business Leaders for Michigan, National Urban League, Detroit S

ymphony Orchestra, Detroit Black Chamber of Commerce and is a life member of Alpha Phi Alpha Fraternity. In 2001, Pickard was awarded Michiganian of the Year for his business success, civic leadership and philanthropy. Pickard was the first chairman of the African Development Foundation in 1982, app

ointed by President Ronald Reagan, and under President George Bush he was appointed to The National Advisory Committee on Trade Policy Negotiations (1990) the Federal Home Loan Bank Board-Indianapolis Bank in Indiana (1991). Dr. Pickard is also creating a new generation of entrepreneurs with Millio

naire Moves - Seven Proven Principles of Entrepreneurship, vision/attitude, opportunity, relationships, talent/skillset, financial, failure and faith. Dr. Pickard will share his undeniable principles anyone can use to become a successful entrepreneur. Dr. Pickard holds a Bachelor’s Degree from West

ern Michigan University, a Master’s Degree from the University of Michigan and a Ph.D. from The Ohio State University. In honor of Dr. Pickard, The William F. Pickard Living Center is named in his honor at Grand Valley State University.

諮商督導者經驗平行歷程之歷程性研究

為了解決Western Alliance Ban的問題，作者許玫倩 這樣論述：

本研究旨在了解諮商督導者經驗平行歷程的經驗，借以理解諮商督導者知覺平行歷程之脈絡，以及督導者有無意識與辨悉平行歷程，並從督導者有意識和辨悉平行歷程的經驗文本中，找出督導者決定介入平行歷程的內在意圖與行動，進而發現後續影響的價值。 基於上述目的，本研究採用現象學取向之質性研究法，以立意取樣的方式，邀請八位諮商督導者，以半結構的訪談大綱進行個別深度訪談，共計蒐集有16組督導三人關係之平行歷程經驗，並依據現象學資料分析步驟進行分析與統整。 研究結果發現：1. 督導者知覺平行歷程之當下事件與脈絡：（1）督導者起初在面對平行歷程現象時，最先感受到的是諮商情境與督導情境中的騷

動；（2）騷動之情緒張力來自於諮商關係、督導關係、督導三人關係，或甚至是整個系統的彼此誘發；（3）情緒張力若持續，將使諮商與督導工作陷入膠著、難以發揮功能；（4）若督導者可以探尋工作膠著的源頭，將開啟對騷動的理解與平行歷程的意識；反之，倘若督導者未能對督導三人關係動力有更多的覺察，將維持著原有無效的督導介入，陷入督導困境。2. 督導者對平行歷程的意識與辨悉歷程：（1）因未有覺察，而維持原有無效的督導介入；（2）督導者穩定自我情緒、反思自我的移情與反移情，有利尋求不同改變的思維與行動，開啟對平行歷程的意識；（3）覺察受督者與督導者本身的非典型和不一致行為，能探尋到諮商關係與督導關系的相似性，進而

辨悉平行歷程現象。3. 督導者介入平行歷程的考量與介入歷程：（1）先進行自我情緒調節，以安頓自我；（2）聚焦了解和評估受督者的狀態，並促進受督者覺察；（3）聚焦督導關係的介入，以進行督導工作的澄清和討論；（4）針對諮商工作陷入困境的受督者，督導者會聚焦個案狀態和諮商關係的討論；（5）提供諮商策略，輔助受督者進行諮商介入；（6）在督導時除關照動力關係的微觀視框之外，增加系統間的宏觀視角；（7）最後，督導者也會將諮商介入的自主權交予受督者，尊重受督者的判斷和獨立性。4. 諮商督導者介入平行歷程的後續影響意義：（1）督導者介入平行歷程後，督導工作僵局得以解套，且透過督導的示範作用，協助受督者得以鬆動

諮商工作；（2）督導者有機會轉向省思個人的成長歷程，更加看到自己的專業責任，更願持續投入督導工作；（3）影響受督者當下的諮商工作和諮商關係，更讓受督者擁有自我督導的能力，使其能運用在未來。上述結果帶來的是一連串的改變，也發揮滾動式的相互性正向影響；（4）在另一方面，督導者未能及時意識和辨悉平行歷程者，雖使諮商與督導工作持續陷入膠著，但在重新探究後，亦能促使督導者省思，並願將平行歷程動力做為未來工作的評估參照。 文末，研究者提出建議與研究限制，提供諮商督導實務工作，以及未來研究之參考。關鍵詞：平行歷程、諮商督導者、督導三人關係