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Because every picture tells a story: It is a sound of image

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Because every picture tells a story: It is a sound of image

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Run away from "Strangers"

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In his address to the nation after ordering strikes on Syria last week, President Donald Trump pointed to the failure of the international community to resolve the Syria conflict and, uncharacteristically for him, to the humanitarian catastrophe it has spawned.

"As a result," he said, "the refugee crisis continues to deepen, and the region continues to destabilize, threatening the United States and its allies."

After years of working on refugee issues inside and outside the government, we were surprised to find ourselves agreeing with Mr. Trump on the link between years of relentless violence in Syria and the destabilizing refugee surge.

Unfortunately, even as the president increased United States involvement in this conflict - motivated, his aides say, by his personal revulsion at images of "beautiful babies" choked to death by some of the planet's most heinous weapons - his administration continues to deny sanctuary in the United States to victims of the same war. Mr. Trump twice signed executive orders, currently blocked by federal courts, that would bar Syrian refugees from the country.

Asked if President Bashar al-Assad's attack with a lethal nerve agent that killed nearly 100 people, or the first direct American military strikes against the Syrian regime, might soften the administration's approach to Syrian refugees, Lt. Gen. H. R. McMaster, the national security adviser, made clear "that wasn't discussed as any part of the deliberations." Sean Spicer, the White House press secretary, suggested in response to a question on Monday about assisting Syrian refugees that military action was "the greatest aspect of humanitarian relief that we can provide."

Even more incongruously, Secretary of State Rex Tillerson suggested that recent developments somehow portend a return to normalcy that could soon allow Syrians displaced by the conflict - an estimated 11 million people - to return home.

What seems more likely is that images of children foaming at the mouth and video of 59 Tomahawk missiles launching from the decks of American warships will have the opposite effect - causing more Syrians to flee, discouraging returns and exacerbating what is already the gravest humanitarian crisis on the planet.

Furthermore, refusing to take in more refugees even as the United States' role in the conflict deepens goes against our nation's long history of leading the world in responding to refugee crises, and particularly those to which our own actions contributed.

Between 1975 and 1995, the United States accepted more than 800,000 Southeast Asians fleeing violence unleashed by the Vietnam War. In the 1990s and early 2000s, about 146,000 refugees from the Balkans arrived after United States military interventions in Bosnia and Kosovo. After invading Iraq in 2003, the United States responded too slowly but eventually took in 120,000 Iraqi refugees, and another 18,000 Iraqis through a special program for those who assisted the United States in the war.

In each of those cases, the United States resettled far more refugees than any other country; and rightly so, given our direct involvement in the conflicts and our capacity to help. Thus far, the United States has provided more humanitarian funding than any other country. But of the 130,000 Syrians resettled in third countries after fleeing the conflict to one of Syria's neighbors, the United States has accepted only about 18,000.

Turning away from our historical leadership on these issues provides no relief for those who need it most. Those people include a family of four Syrian refugees currently in Jordan that our organization is trying to help. The father is a survivor of torture; his two sons are of Syrian draft age and both suffer from extreme anxiety and seizures. They lived a simple lifestyle in Homs - the father was a shopkeeper - until the day their house was bombed, causing one of the sons to lose his hearing. Knowing Syria was no longer safe, they fled to Jordan in 2013.

The family had completed their resettlement interviews and medical checks, and were fully approved for refugee resettlement in the United States when President Trump signed his first executive order in January, putting their resettlement in limbo. Mr. Trump's revised order places a 120-day freeze on all refugee admissions and slashes the overall refugee resettlement number to 50,000, from 110,000. Departures have ground almost to a halt. The family has no idea what is going to happen to them or where they can go, and they are extremely anxious about their future.

In a refugee crisis this large, resettlement to a third country is, of course, only one tool at the disposal of nations seeking to help - the vast majority of those people must be assisted where they are. But the Trump administration has demonstrated a similar disdain for other means of assistance, including by seeking to slash the budget for agencies like the State Department that administer it.

In declining to do more, Mr. Trump is violating a principle he has long championed - that the burden of addressing global challenges must be shared. Just as he has pressed NATO allies to spend more on defense, Chancellor Angela Merkel of Germany might well have been tempted, during her Oval Office meeting with Mr. Trump, to demand that he resettle some of the quarter million Syrian refugees currently applying for asylum in Germany.

The Trump administration has said, while presenting no evidence, that its draconian response to the crisis is justified by the threat refugees pose in the United States. Hundreds of national security experts from both parties and a series of federal court decisions disagree.

But no one, including, it now seems, Mr. Trump himself, disagrees about the human tragedy unfolding in Syria. Shocked by that reality, the president shifted his position on United States military action virtually overnight. Whatever one thinks of his decision, it was encouraging that Mr. Trump is capable of changing his views when confronted by compelling facts. If his newfound outrage is genuine, he should also reverse course on his unconscionable refugee policy.

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Opinion | After the Missiles, Remember the Syrian Refugees

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In his address to the nation after ordering strikes on Syria last week, President Donald Trump pointed to the failure of the international community to resolve the Syria conflict and, uncharacteristically for him, to the humanitarian catastrophe it has spawned.

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In a global marketplace where problems are increasingly complex, no one person will ever have all the answers. That's why Google's SVP of People Operations, Lazlo Bock, says humility is one of the traits he's looking for in new hires. "Your end goal," explained Bock, "is what can we do together to problem-solve. I've contributed my piece, and then I step back." And it is not just humility in creating space for others to contribute, says Bock-it's "intellectual humility. Without humility, you are unable to learn."

A recent Catalyst study backs this up, showing that humility is one of four critical leadership factors for creating an environment where employees from different demographic backgrounds feel included. In a survey of more than 1500 workers from Australia, China, Germany, India, Mexico, and the U.S., we found that when employees observed altruistic or selfless behavior in their managers - a style characterized by 1) acts of humility, such as learning from criticism and admitting mistakes); 2) empowering followers to learn and develop; 3) acts of courage, such as taking personal risks for the greater good; and 4) holding employees responsible for results - they were more likely to report feeling included in their work teams. This was true for both women and men.

Employees who perceived altruistic behavior from their managers also reported being more innovative, suggesting new product ideas and ways of doing work better. Moreover, they were more likely to report engaging in team citizenship behavior, going beyond the call of duty, picking up the slack for an absent colleague - all indirect effects of feeling more included in their workgroups.

Our research was also able to isolate the combination of two separate, underlying sentiments that make employees feel included: uniqueness and belongingness. Employees feel unique when they are recognized for the distinct talents and skills they bring to their teams; they feel they belong when they share important commonalities with co-workers.

It's tricky for leaders to get this balance right, and emphasizing uniqueness too much can diminish employees' sense of belonging. However, we found that altruism is one of the key attributes of leaders who can coax this balance out of their employees, almost across the board.

Nonetheless, our study raises one common, perhaps universal implication: To promote inclusion and reap its rewards, leaders should embrace a selfless leadership style. Here are some concrete ways to get started based on both our current research and our ongoing study of leadership development practices at one company, Rockwell Automation:

Share your mistakes as teachable moments. When leaders showcase their own personal growth, they legitimize the growth and learning of others; by admitting to their own imperfections, they make it okay for others to be fallible, too. We also tend to connect with people who share their imperfections and foibles-they appear more "human," more like us. Particularly in diverse workgroups, displays of humility may help to remind group members of their common humanity and shared objectives.

Engage in dialogue, not debates. Another way to practice humility is to truly engage with different points of view. Too often leaders are focused on swaying others and "winning" arguments. When people debate in this way, they become so focused on proving the validity of their own views that they miss out on the opportunity to learn about other points of view. Inclusive leaders are humble enough to suspend their own agendas and beliefs In so doing, they not only enhance their own learning but they validate followers' unique perspectives.

Embrace uncertainty. Ambiguity and uncertainty are par for the course in today's business environment. So why not embrace them? When leaders humbly admit that they don't have all the answers, they create space for others to step forward and offer solutions. They also engender a sense of interdependence. Followers understand that the best bet is to rely on each other to work through complex, ill-defined problems.

Role model being a "follower." Inclusive leaders empower others to lead. By reversing roles, leaders not only facilitate employees' development but they model the act of taking a different perspective, something that is so critical to working effectively in diverse teams.

At Rockwell Automation, a leading provider of manufacturing automation, control, and information solutions, practicing humility in these ways has been essential to promoting an inclusive culture - a culture Rockwell's leaders see as critical to leveraging the diversity of its global workforce.

One of the key strategies they've adopted to model this leadership style is the fishbowl - a method for facilitating dialogue. At a typical fishbowl gathering, a small group of employees and leaders sit in circle at the center of the room, while a larger group of employees are seated around the perimeter. Employees are encouraged to engage with each other and leaders on any topic and are invited into the innermost circle. In these unscripted conversations, held throughout the year in a variety of venues, leaders routinely demonstrate humility -by admitting to employees that don't have all the answers and by sharing their own personal journeys of growth and development.

At one fishbowl session, shortly after the company introduced same-sex partner benefits in 2007, a devoutly religious employee expressed concerns about the new benefits policy - in front of hundreds of other employees. Rather than going on the defensive, a senior leader skillfully engaged that employee in dialogue, asking him questions and probing to understand his perspectives. By responding in this way, the leader validated the perspectives of that employee and others who shared his views. Other leaders shared their own dilemmas and approaches to holding firm to their own religious beliefs yet embracing the company's values of treating all employees fairly. Dialogues such as these have made a palpable difference at Rockwell Automation. Employees have higher confidence in their leaders, are more engaged, and feel more included - despite their differences.

As the Rockwell example suggests, a selfless leader should not be mistaken for a weak one. It takes tremendous courage to practice humility in the ways described above. Yet regrettably, this sort of courage isn't always rewarded in organizations. Rather than selecting those who excel as self-promotion, as is often the case, more organizations would be wise to follow the lead of companies like Google, Rockwell Automation, and others that are re-imagining what effective leadership looks like.

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In a global marketplace where problems are increasingly complex, no one person will ever have all the answers. That's why Google's SVP of People Operations, Lazlo Bock, says humility is one of the traits he's looking for in new hires. "Your end goal," explained Bock, "is what can we do together to problem-solve.

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Leveraging the Contributing Belonging Cycle UGM Newsletter September 2009

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When people take information through their conscious (ego), some information is so ugly, humiliated and ashamed,  that our ego cannot handle it. Someone got burned up in front of you. How do we examine or understanding the human individual as the inner sense of what is right or wrong?

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Mohamedou Slahi was jailed for 14 years in Guantanamo prison and excused to be a part of 9/11 attack. He excused for being a terrorist. Mohamedou Slahi said, "He feels humiliation, and I have almost none English" and a completely a stranger in US homeland which is Guantanamo prison. After he sets free and he said, "He proud to be home with dignity act." He wrote a book "Guantanamo Diary" and now he was recognized as an author.

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Mohamedou Slahi gives 60 Minutes an uncensored account of the now-illegal enhanced interrogation he endured at Guantanamo Bay -- and why he says it doesn't work. Holly Williams reports.

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The experiences of stranger in a book, "The morning they came for us" by Janine DiGoiovanni

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The experiences of stranger in a book, "The morning they came for us" by Janine DiGoiovanni

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Faris Jabr who was a thirty-years-old state military troop said, "Foreign fighters because they were not Syrian. I swear to you, another Syrian would not kill his brother Syrian".  Foreign fighters for Faris could be strangers. When he felt strangers came inside his home, he needed to fight for his country and protected his family from strangers.
Hussein who was a twenty-four-years-old activist, a law student, and a former Assad's prisoner said while he was in a state prisoner, he heard the men spoke in a foreign language. He was psychological tortured and felt that he would neve get justice. He said, "he felt betrayed by Syria and his government."  In this essence, Hussein could mean he was a completely stranger in his own home because he seemed that he didn't know his own people anymore.
During situation of war which was anybody could be a stranger to everybody because of bias of trust, mistrust and whose can be trusted? It could be any directions. People could lie or like to lie or need to lie or say things that people like to hear therefore, people need to be aware in the ways of knowing.

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The life throughout between God and nothing. 

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The life throughout between God and nothing. 

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Image: Oil painting by Nuzio Paci

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The unconscious motivation to become a murderer in Camus, "The Stranger". 

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The unconscious motivation to become a murderer in Camus, "The Stranger". 

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The voice interchange between : the inner voices and the outer voices

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The voice interchange between : the inner voices and the outer voices

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The book touched upon the main character, Zeitoun. One of the voice leads to Zeitoun makes a decision to stay in New Orleans. A reality of Zeitoun was an opposite from a character in the book. Who was a real victim and perpetrator? It could be Zeitoun or Kathy or it could be anybody in a strange situation, in a strange culture or people are strange anyway?