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One of the current challenges in the field of intercultural education comes from the limited availability of training efficacy studies. The present study focused on explaining the effectiveness of the Contrast Culture Method (CCM) as an intercultural education method for managing interpersonal interactions across cultures between graduate international students and their local counterparts in an academic program in Japan. By incorporating a qualitative methodology through the grounded theory, the study explained a context of domestic interpersonal relations across cultures in Japan. The result showed CCM's effectiveness based on respondents' reflective accounts, and supported the ideas suggested by the original study. The article concludes with future directions for research and application of CCM.

Chris Spangle, Harry Price, and James Nease discuss the darker parts of the internet are being discussed in the wake of the New Zealand shooting. Nease was one of the first people on 4Chan, and has been a moderator since its beginning. He explains the culture of what the media is mislabeling the \"far right.\" We also discuss the alienation of young men in today's society and what steps we can take to bring people out of isolation and into healthy communities.Support We Are Libertarians with Chris Spangle Learn more about your ad choices. Visit megaphone.fm/adchoices

Cam & Co Weekday Talk Show Covering Second Amendment-Related Issues Hosted by Cam Edwards, Cam & Co features news and views of the Second Amendment and other freedom-related issues. Tune in for interviews with NRA leaders, newsmakers, politicos, journalists and congressional leaders. It's in-depth commentary and analysis you won't find anywhere else. Cam & Co airs at 4:30 p.m. CT/5:30 p.m. ET on NRATV.com. The show is also available on demand on iHeartRadio and iTunes. Dom Raso: Explaining Warrior Culture Exclusive to NRA News Cam & Co on the Sportsman Channel The NRA News commentator describes the need for civilians and military to support each other.

Welcome back to Culture Talks, presented by Be The Change Club! CHS student host Julia explains the goals of this program and how students can get involved. Find ConcordTV here: Facebook: https://www.facebook.com/ConcordTV/ Twitter: https://twitter.com/concordtv Instagram: https://www.instagram.com/concord_community_tv/ Website: https://www.yourconcordtv.org

Aim: to explore and explain the observable behaviors of the culture supporting succession programs in the insurance industry of Iran. Methodology: The current research is based on a methodology combined with a descriptive-exploratory approach. The statistical population for the qualitative stage included academic and insurance industry experts, and for the quantitative stage, all the employees of central branches of insurance companies. The statistical sample in the qualitative section reached the saturation point with a targeted approach of 13 people, and in the quantitative section, 284 people were selected by stratified random method. The data collection tool in the first stage included a semi-structured interview with experts, and in the second stage, a 33-question questionnaire was created by the researcher, whose validity was confirmed by the form and content method, and the reliability of the questionnaire was confirmed by the Cronbach's alpha method (0.893). Qualitative data analysis was done using thematic analysis method and quantitative data was done using confirmatory factor analysis method in Amos 21 software. Findings: The behavioral patterns of surrogate culture include observable content and structural behaviors. Also, among the observable behaviors of culture, the implementation of succession programs (with a factor load of 0.649), the management of succession change and transformation (with a factor load of 0.595) and the management of competencies (with a factor load of 0.585) have the most support from the measurement model. . Conclusion: Based on the findings of the research, one of the main observable behaviors of the culture to support succession programs in the insurance industry is content behaviors that include; Successive motivational behaviors, integrated and committed organizational communication, transformational leadership based on participation, change management and transformation become successors. Also, other findings of this research showed that structuralist behavior is another observable behavior of culture to support succession planning in the insurance industry, which includes facilitating rules and regulations, agile organizational structure, competency management, strategic human capital management, succession planning implementation, empowerment. It is based on education and knowledge management, and performance management is based on succession.

Aim: to explore and explain the observable behaviors of the culture supporting succession programs in the insurance industry of Iran. Methodology: The current research is based on a methodology combined with a descriptive-exploratory approach. The statistical population for the qualitative stage included academic and insurance industry experts, and for the quantitative stage, all the employees of central branches of insurance companies. The statistical sample in the qualitative section reached the saturation point with a targeted approach of 13 people, and in the quantitative section, 284 people were selected by stratified random method. The data collection tool in the first stage included a semi-structured interview with experts, and in the second stage, a 33-question questionnaire was created by the researcher, whose validity was confirmed by the form and content method, and the reliability of the questionnaire was confirmed by the Cronbach's alpha method (0.893). Qualitative data analysis was done using thematic analysis method and quantitative data was done using confirmatory factor analysis method in Amos 21 software. Findings: The behavioral patterns of surrogate culture include observable content and structural behaviors. Also, among the observable behaviors of culture, the implementation of succession programs (with a factor load of 0.649), the management of succession change and transformation (with a factor load of 0.595) and the management of competencies (with a factor load of 0.585) have the most support from the measurement model. . Conclusion: Based on the findings of the research, one of the main observable behaviors of the culture to support succession programs in the insurance industry is content behaviors that include; Successive motivational behaviors, integrated and committed organizational communication, transformational leadership based on participation, change management and transformation become successors. Also, other findings of this research showed that structuralist behavior is another observable behavior of culture to support succession planning in the insurance industry, which includes facilitating rules and regulations, agile organizational structure, competency management, strategic human capital management, succession planning implementation, empowerment. It is based on education and knowledge management, and performance management is based on succession.

@Asala Dabke , the first dabke group in Canada, nailing this Tik Tok trend and perfectly explaining what being Palestinian really is Al Asala Dabke group is a Canadian-Arab dabke group. Their mission is to preserve and showcase the Arab culture- with a twist. “We are Palestinian, we are the strongest people in the world"🇵🇸 #hirbaw #kufiyeh #keffiyeh #kufiya

@Asala Dabke , the first dabke group in Canada, nailing this Tik Tok trend and perfectly explaining what being Palestinian really is Al Asala Dabke group is a Canadian-Arab dabke group. Their mission is to preserve and showcase the Arab culture- with a twist. “We are Palestinian, we are the strongest people in the world"🇵🇸 #hirbaw #kufiyeh #keffiyeh #kufiya

Since 2009, the Department of Defense has had a marked focus on diversity. Some have speculated that the election of the first African-American President in 2008 is the catalyst for the focus. Others have opined that this focus was inevitable due to shifting demographics in America. Diversity is a military necessity is the catch phrase that has been echoed by the Air Force in response to this push. Both the Secretary and the Chief of Staff of the Air Force have taken steps to increase a focus on diversity within the service and increased the awareness of all Airmen with respect to diversity issues. The establishment of the Global Diversity Division under the HQ USAF/A1 directorate evidences the importance of diversity. Since 2009, the Air Force has produced a number of strategic governance documents aimed at increasing diversity: a strategic roadmap, an Air Force policy directive, and an Air Force Instruction on diversity. Despite these initial steps and efforts on diversity, current data still reveals an alarming lack of career progression for minority US Air Force officers, particularly African-Americans. Why is that phenomenon still prevalent even after a conscious push from Air Force leaders? This study comprises an examination of the issues and possible reasons for the systematic career progression gap.

Since 2009, the Department of Defense has had a marked focus on diversity. Some have speculated that the election of the first African-American President in 2008 is the catalyst for the focus. Others have opined that this focus was inevitable due to shifting demographics in America. Diversity is a military necessity is the catch phrase that has been echoed by the Air Force in response to this push. Both the Secretary and the Chief of Staff of the Air Force have taken steps to increase a focus on diversity within the service and increased the awareness of all Airmen with respect to diversity issues. The establishment of the Global Diversity Division under the HQ USAF/A1 directorate evidences the importance of diversity. Since 2009, the Air Force has produced a number of strategic governance documents aimed at increasing diversity: a strategic roadmap, an Air Force policy directive, and an Air Force Instruction on diversity. Despite these initial steps and efforts on diversity, current data still reveals an alarming lack of career progression for minority US Air Force officers, particularly African-Americans. Why is that phenomenon still prevalent even after a conscious push from Air Force leaders? This study comprises an examination of the issues and possible reasons for the systematic career progression gap.

Since 2009, the Department of Defense has had a marked focus on diversity. Some have speculated that the election of the first African-American President in 2008 is the catalyst for the focus. Others have opined that this focus was inevitable due to shifting demographics in America. Diversity is a military necessity is the catch phrase that has been echoed by the Air Force in response to this push. Both the Secretary and the Chief of Staff of the Air Force have taken steps to increase a focus on diversity within the service and increased the awareness of all Airmen with respect to diversity issues. The establishment of the Global Diversity Division under the HQ USAF/A1 directorate evidences the importance of diversity. Since 2009, the Air Force has produced a number of strategic governance documents aimed at increasing diversity: a strategic roadmap, an Air Force policy directive, and an Air Force Instruction on diversity. Despite these initial steps and efforts on diversity, current data still reveals an alarming lack of career progression for minority US Air Force officers, particularly African-Americans. Why is that phenomenon still prevalent even after a conscious push from Air Force leaders? This study comprises an examination of the issues and possible reasons for the systematic career progression gap.