Category Archives: Resilience

Resilience

Coaching Can Increase Goal Achievement, Performance

Anthony Grant
Anthony Grant

Coaching is a collaborative process to facilitate coachees’ self-directed learning, personal growth, and goal attainment, according to University of Sydney’s Anthony Grant.

Anthony Grant model

He integrated practices from solution-focused approaches and cognitive-behavioral interventions into Solution-Focused Cognitive-Behavioral (SF-CB) Coaching and a “Coach Yourself” program with Jane Greene.

Participants reported increased:

John Franklin

on the Self-Reflection and Insight Scaledeveloped with Macquarie University colleagues John Franklin and Peter Langford.

Two types of empirical studies provide evidence about coaching’s efficacy:

  • Randomized Controlled Trials (RCT), in which participants receive one of several interventions or no intervention.

    This is considered the more credible research approach.
Peter Langford
Peter Langford

. Quasi-Experimental Field Studies (QEFS), which use “time series analysis” but not random participants to measure outcomes.

Linley Curtayne
Linley Curtayne

Randomized Controlled Trials (RCT) found several effects among executives who received 360-degree feedback and four coaching sessions over ten weeks:

. Lower stress, according to Grant and University of Sydney colleagues Linley Curtayne and Geraldine Burton,

Geraldine Burton
Geraldine Burton
  • Greater goal attainment compared with an eight week educational mindfulness-based health coaching program, reported by University of Sydney’s Gordon B. Spence, Michael J. Cavanagh and Grant,
Gordon Spence
Gordon Spence
  • Increased goal commitment, and environmental mastery, compared with peer coaching among adults in a Solution Focused/Cognitive Behavioral (SF/CB) life coaching program, according to research by Spence and Grant,
Michael Cavanagh
Michael Cavanagh

. Increased cognitive hardiness, mental health, and hope among female high school students in a 10 session solution-focused cognitive-behavioral (SF-CB) life coaching program, found University of Wollongong’s L.S. Green, Grant, and Josephine Rynsaardt,

Lindsay Oades
Lindsay Oades
  • Increased goal striving, well-being, hope, with gains maintained up to 30 weeks, reported by Grant and Green with University of Wollongong colleague Lindsay G. Oades.
C. RIck Snyder
C. RIck Snyder

Increased hope is crucial to pursue any goal, according to University of Kansas’s C.R. Snyder, Scott T. Michael of University of Washington, and Ohio State’s Jennifer Cheavens.

Individuals seeking change are more effective when they:

  • Develop one or more ways to achieve a goals (“pathways”),
  • Use these routes to reach the goal (“agency”).
Edward Deci - Richard Ryan
Edward Deci – Richard Ryan

Three additional elements contribute to goal achievement, suggested University of Rochester’s Edward L. Deci and Richard M. Ryan:

  • Competence,
  • Autonomy,
  • Relatedness.

According to their Self-Determination Theory (SDT), these characteristics are associated with increased:

  • Goal motivation,
  • Enhanced performance,
  • Persistence,
  • Mental health.
Kristina Gyllensten
Kristina Gyllensten

The other category of research, Quasi-Experimental Field Studies (QEFS), reported that coaching for managers of a federal government:

Stephen Palmer
Stephen Palmer
  • Decreased anxiety and stress among UK finance organization participants, in findings by Kristina Gyllensten and Stephen Palmer of City University London.

These empirical studies validate coaching’s contribution to participants’ increased goal attainment and increased satisfaction, well-being, and hope.

-*How do you “coach yourself” and others toward increased goal attainment and performance?

-*What are the “active ingredients” of effective coaching practices?

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©Kathryn Welds

 

Mindfulness Meditation Improves Decisions, Reduces Sunk-Cost Bias

Sigal Barsade
Sigal Barsade
Andrew Hafenbrack
Andrew Hafenbrack

Sunk-cost bias” is the tendency to continue unsuccessful actions after time and money have been invested.
Frequent examples include:

  • Holding poorly-performing stock market investments,
  • Staying in unsatisfying personal relationships,
  • Continuing ineffective military engagements.
Zoe Kinias
Zoe Kinias

In these cases, people focus on past behaviors rather than current circumstances, leading to emotion-driven decision biases.

Brief meditation sessions can help decision makers consider factors beyond past “sunk costs,” reported Wharton’s Sigal Barsade, with Andrew C. Hafenbrack and Zoe Kinias of INSEAD.

Meditation practices can:

  • Increase focus on the present moment,
  • Shift attention away from past and future actions,
  • Increase positive emotions.
Kirk Brown
Kirk Brown

The team asked volunteers to complete Mindful Attention Awareness Scale, developed by Virginia Commonwealth University’s Kirk Brown and Richard Ryan of University of Rochester.

Richard Ryan
Richard Ryan

They also measured participants’ ability to resist “sunk cost” bias using Adult Decision-Making Competence Inventory, developed by Leeds University’s Wändi Bruine de Bruin with Baruch Fischhoff of Carnegie Mellon and RAND Corporation’s Andrew M. Parker.

Wändi Bruine de Bruin
Wändi Bruine de Bruin

In a decision task, participants could take an action or to do nothing, as a measure of sunk-cost bias.
Taking action indicated resistance to the sunk-cost bias, whereas those who took no action were influenced by the sunk-cost bias.

Baruch Fischhoff
Baruch Fischhoff

Volunteers who listened to a 15-minute focused-breathing guided meditation were more likely to choose action, resisting sunk-cost bias, than those who had not heard the meditation instruction.

Andrew M Parker
Andrew M Parker

Barsade’s team noted that, “People who meditated focused less on the past and future, which led to them experiencing less negative emotion. That helped them reduce the sunk-cost bias.

Jochen Reb
Jochen Reb

Mindful attention enabled negotiators to craft better deals by “claiming a larger share of the bargaining zone” in “fixed pie” negotiations, found Singapore Management University’s Jochen Reb, Jayanth Narayanan of National University of Singapore, and University of California, Hastings College of the Law’s Darshan Brach.

Effective negotiators also expressed greater satisfaction with the bargaining process and outcome. 

Jayanth Narayanan
Jayanth Narayanan

Mindful attention also leads to a lower negativity bias, the tendency to weigh pessimistic information more heavily than positive, reported Virginia Commonwealth University’s Laura G. Kiken and Natalie J. Shook of West Virginia University.

The team assessed negativity bias with BeanFest, a computer game developed by Shook, with Ohio State’s Russell Fazio and J. Richard Eiser of University of Sheffield.

Natalie Shook
Natalie Shook

Participants associated novel stimuli with positive or negative outcomes during attitude formation exercises.

Russell Fazio
Russell Fazio

Volunteers who listened to a mindfulness induction correctly classified positive and negative stimuli more equally, expressed greater optimism, and demonstrated less negativity bias than those in the control condition.

J Richard Eiser
J Richard Eiser

Mindful attention improves decision-making and enhances negotiation outcomes by reducing biases linked to negative emotions.

As a result, taking a brief mental break (“time-out”) during decision-making can improve choices and can reduce the possibility that “the wrong emotions cloud the decision-making process.”

-*How do you reduce bias in making decisions and crafting negotiation proposals?

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 ©Kathryn Welds

Anxiety Undermines Negotiation Performance

Maurice Schweitzer
Maurice Schweitzer

Anxious negotiators make lower first offers, end negotiations earlier, and earn lower profits than calmer negotiation counterparts.

 Harvard’s Alison Wood Brooks and Maurice E. Schweitzer of University of Pennsylvania found that these negotiations patterns occurred due to participants’ “low self-efficacy” beliefs, meaning that they had low confidence in their negotiation skills.

Alison Wood Brooks
Alison Wood Brooks

Brooks and Schweitzer induced anxious feelings or neutral reactions during “shrinking-pie” negotiation tasks.
Negotiators who reported feeling anxious also said they expected to achieve lower profits, presented conservative offers, and responded cautiously to proposals by negotiation counterparts.

Negotiators who achieved better outcomes managed their emotions with strategies including:

Julie Norem
Julie Norem
  • Strategic optimism, by calmly expecting positive outcomes, according to University of Miami’s Stacie Spencer and Julie Norem of Wellesley,
  • Reattribution, by considering alternate interpretations of events.

Approaches with mixed results include:

Andrew Elliot
Andrew Elliot

“Self-handicapping”, defined as creating obstacles to explain poor outcomes and preserve self-esteem, according to University of Rochester’s Andrew Elliott and Marcy Church of St. Mary’s University,

Defensive pessimism, marked by high motivation toward achievement coupled with negative expectations for future challenges, leading to increased effort and preparation, according to Wellesley College’s Julie Norem and Edward Chang of University of Michigan.

Edward Chang
Edward Chang

Norem and Cantor concluded that defensive pessimists performed worse when they were told that that they could expect to perform well on anagram and puzzle tasks.

Defensive pessimism among university students was related to lower self-esteem, higher self-criticism, more pessimism, and frequent discounting of previous successful performances, according to Norem and Brown’s Jasmina Burdzovic Andreas.

Jasmina Burdzovic Andreas
Jasmina Burdzovic Andreas

However, they also found that self-esteem increased to almost the same levels as optimists during university years.
Pessimists’ precautionary countermeasures may have resulted in strong performance, which built credible self-esteem.

Defensive pessimism may be an effective approach to managing anxiety and performance motivation.

-*How do you manage anxiety in high-stakes negotiations?

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©Kathryn Welds

Relabeling Anxiety as “Excitement” Can Improve Performance

Alison Wood Brooks
Alison Wood Brooks

People can improve task performance in public speaking, mathematical problem solving, and karaoke singing, by reappraising anxiety as “excitement,” according to Harvard’s Alison Wood Brooks.

Jeremy Jamieson

Anxiety and excitement have similar physiological arousal profiles, but different effects on performance.

Using silent self-talk messages (“I am excited”) or reading self-direction messages (“Get excited!”) increases alignment between physical arousal and situational appraisal.

“Excitement” is typically viewed as a positive, pleasant emotion that can improve performance, according to Harvard’s Jeremy Jamieson and colleagues.

In contrast, anxiety can drain working memory capacity, and reduce self-confidence, self-efficacy, and performance before or during a task, according to Michael W. Eysenck of University of London.

Michael Eysenck

Efforts to transform anxiety into calmness can be ineffective due to the large shift from negative emotion to neutral or positive emotion and from physiological activation to lower arousal levels, noted Brooks.

Stefan Hofmann
Stefan Hofmann

Such efforts to calm physiological arousal during anxiety can result in a paradoxical increase in the suppressed emotion, reported Stefan Hofmann and colleagues of Boston University.
However, most people in Woods’ studies said they believed that this is the best way to handle anxiety.

Stanley Schachter
Stanley Schachter

Physiological similarities can confuse experiences of anxiety and excitement, demonstrated in studies by Columbia’s Stanley Schacter and Jerome Singer of SUNY.
Anxiety’s similarity to excitement can be used to relabel high “anxiety” as “excitement.”
This shift can mitigate anxiety’s negative impact on performance.

Jerome Singer
Jerome Singer

Brooks elicited anxiety among volunteers by telling them that their task was to present an impromptu, videotaped speech.

For some participants, she explained that it is “normal” to feel discomfort and asked them to “take a realistic perspective on this task by recognising that there is no reason to feel anxiousand “the situation does not present a threat to you…there are no negative consequences...”
She also instructed volunteers to say aloud randomly-assigned self-statements like “I am excited.”

People who stated I am excitedbefore their speech were rated as more persuasive, more competent, more confident, and more persistent (spoke longer), than participants who said “I am calm.”

Brooks evaluated peoples’ reactions to another anxiety-provoking task, performing a karaoke song for an audience, and rated by voice recognition software for “singing accuracy” based on:

  • Volume (quiet-loud),
  • Pitch (distance from true pitch),
  • Note duration (accuracy of breaks between notes).

This score determined participants’ payment for participating in the study.

Before performing, she asked participants to make a randomly-assigned self-statement:

  • “I am anxious,”
  • “I am excited,”
  • “I am calm,”
  • “I am angry.”
  • “I am sad.”
  • No statement.

Following their performance, volunteers rated their anxiety, excitement, and confidence in their singing ability.
People who said that they were “excited” had higher pulse rates than other groups, confirming that self-statements can affect physical experiences of emotion.

Volunteers who said “I am excited” had the highest scores for singing accuracy and also for confidence in singing ability.

In contrast, those who said, “I am anxious” had the lowest scores for singing accuracy, suggesting that anxiety is associated with lower performance.

Brooks elicited anxiety on “a very difficult IQ test…under time pressure” that would determine their payment for participation.
To evoke further anxiety, she concluded, “Good luck minimising your loss.”

Before the test, participants read a statement:

  • “Try to remain calm” or
  • “Try to get excited.”

Those instructed to “get excited” produced more correct answers than those who tried to “remain calm.”

Reappraising anxiety as “excitementwas related to improved performance in each task.

Stéphane Côté
Stéphane Côté

These reappraisals of physical experiences evoked an “opportunity mind-set” and a stress-is-enhancing mind-set, found University of Toronto’s Stéphane Côté and Christopher Miners.
These appraisals enabled superior performance across different anxiety-arousing situations.

In contrast, inauthentic emotional displays can be physically and psychologically demanding, and often reduce performance.

People have “…influence…over…emotions,” according to Woods.
She noted that “Saying ‘I am excited’ represents a simple…intervention…to prime an opportunity mind-set and improve performance…

Advising employees to say ‘I am excited’ before important performance tasks or simply encouraging them to ‘get excited’ may increase their confidence, improve performance, and boost beliefs in their ability to perform well in the future.”

 -*How effective have you found focusing on “excitement” instead of “calm” in managing anxiety?

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©Kathryn Welds

Ask for What You Want: You Have More Influence Than You Think

Most people underestimate the likelihood that requests for help will be granted, particularly after previous refusals, according to Stanford’s Daniel Newark and Francis Flynn with Vanessa Lake Bohns, then of University of Waterloo.

Francis Flynn

Contrary to this expectation, most people agree to a subsequent request, possibly to reduce discomfort of rejecting others’ overtures for help.

Vanessa Bohns
Vanessa Bohns

In a study, participants estimated they would need to ask 10 people to get three people who would agree to lend their mobile phones for brief calls.

In fact, volunteers asked substantially fewer people for this favour, an average of six people.
The team concluded that most people hold a pessimistic bias about the likelihood that others will provide assistance.

In another study, volunteers requested two favours from people they did not know: 

1. Complete a brief survey,
2. Take a letter to a nearby post office.

Help seekers predicted that people who refused the first request to complete the survey would be less likely to take the letter to the post office.

In contrast, more people agreed to the second request than to the first request.
Requesters tended to “anchor” on the first refusal, and hesitated to make a second request.
This finding suggests that requesters have a greater chance of agreement after initial refusal, so it’s advisable to persist.

The researchers concluded that help-seekers and potential helpers analysed requests according to different criteria.

Help-seekers typically considered the magnitude of the “ask,” whereas potential helpers considered the inconvenience costs of saying “yes” compared with the interpersonal and self-image costs of saying “no.”

This underestimation bias may be reduced by:

  • Comparing actual degree of personal influence compared to perceived influence,
  • Considering the means of influence, including incentives, suggestions, reinforcements, punishments,
  • Invoking organizational culture. 

These findings suggest the benefit of asking for what you want and that you have more influence over others than you expect.

-*How do you assess your likelihood of getting what you want when you ask?

-*How likely are others to influence you by evoking social discomfort to increase your compliance?

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©Kathryn Welds

Apologies Repair Relationships

Jennifer Robbennolt

Jennifer Robbennolt

Apologies can resolve legal disputes ranging from personal injury cases to wrongful firings, according to University of Illinois’s Jennifer Robbennolt.

She found that admissions of guilt and remorse give plaintiffs and “wronged” parties a sense of satisfaction, and fairness, and enables forgiveness to reach a settlement with reduced monetary damage awards.

Robbennolt asked more than 550 volunteers to serve as “plaintiffs” in an experimental scenario, then report their reactions to “settlement levers” including:

  • Reservation prices,
  • Aspirations,
  • “Fair” settlement amounts.

Apologies enabled “injured” parties to modify their perceptions of the situation and the “offender,” and to become more willing to participate in settlement discussions.
In addition, apologies changed the values injured parties’ assigned to settlement levers, leading to increased likelihood of settling the “case.”

The type of apologies and situational context affect the likelihood of case settlement.
Apologies that acknowledge responsibility and “blame” are more influential than apologies that express sympathy.
Acknowledging accountability reduces the injured party’s anger, increases willingness to accept a settlement, and moves toward emotional “closure.”

Janelle Barlow

Janelle Barlow

Apologies are a well-known tactic to handle complaints in customer service settings, where “every complaint is a gift,” according to Janelle Barlow of TMI and Claus Møller.

Claus Møller

Claus Møller

They view complaints as valuable feedback that points out a gap between customer requirements and business performance.
In addition, complaints indicate needed changes in products, services, and market focus.

Benjamin Ho

Benjamin Ho

Medical settings have found that apologies averted medical malpractice cases, sped settlement, and reduced financial awards, according to Cornell’s Benjamin Ho.

However, lawyers who participated in other Robbennolt studies expressed concern that admission of guilt may lead to larger settlements.
This worry led to at least thirty-five U.S. states making some apologetic statements inadmissible at trial.

-*How do you determine when apologies are likely to repair a relationship and lead to “closure”?
-*What are the signs that apologies can deepen an interpersonal rupture?

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©Kathryn Welds

Expressing Anger at Work: Power Tactic or Career-Limiting Strategy?

Organizational pressures and anxiety can trigger expressions of anger.

Victoria Brescoll

Victoria Brescoll

When women and men expressed anger at work, evaluators considered women less competent, with lower leadership effectiveness than men who also expressed anger.

Both male and female evaluators conferred lower status on angry female professionals, reported Yale University’s Victoria Brescoll and Eric Luis Uhlmann of HEC Paris School of Management.

Eric Luis Uhlmann

Eric Luis Uhlmann

Negative evaluations of women who express anger were consistent across job roles, from female CEOs to female trainees.
In contrast, men who expressed anger at work were conferred higher status than men who expressed sadness.

Kristi Lewis Tyran

Kristi Lewis Tyran

Women who expressed anger and sadness were rated as less effective than women who expressed no emotion, found Kristi Lewis Tyran of Western Washington University.

Men were also negatively evaluated for leadership effectiveness when they expressed sadness. 
Sadness seems to be negatively evaluated in both men and women, and anger is especially negatively evaluated in women.

Observers attribute different motivations and causes to anger expressions by women and men.
Women’s angry emotional reactions were attributed to stable internal characteristics such as “she is an angry person,”  in Brescoll’s and Uhlmann’s research.
In contrast, men’s angry reactions were attributed to changeable external circumstances, such as having external pressure and demands.

Donald Gibson

Donald Gibson

These differing evaluations are related to societal norms for women to regulate anger expressions, suggested Fairfield University’ s Donald Gibson and Ronda Callister of Utah State University.

Women may buffer the status-lowering, competence-eroding, and dislike-provoking consequences of anger at work by:

 

-*What consequences have you observed for people who express anger in the workplace?

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“Feminine Charm” as Negotiation Tactic

Charlotte Brontë

Charlotte Brontë

Feminine charm” was one of the few available negotiation tactics for women in past decades, portrayed in novels by Charlotte Brontë, Jane Austen, and George Eliot

Jane Austen

Jane Austen

Former United States Secretary of State Madeleine Albright said that she used “charm” in negotiations with heads of state. This statement inspired University of California, Berkeley’s Laura Kray and Alex Van Zant with Connson Locke of London School of Economics to investigate “feminine charm” in negotiation situations.

Madeleine Albright

Madeleine Albright

They found that “the aim of feminine charm is to make an interaction partner feel good as a way of gaining compliance” and “charm” is characterised by:

Laura Kray

  • Friendliness, or concern for the other person,
  • Flirtation, or concern for self-presentation.

Hannah Riley Bowles

“Feminine charm” (friendliness plus flirtation) partially buffered the social penalties (“backlash”) against women’s efforts to negotiate, identified by Harvard’s Hannah Riley Bowles and her colleagues.

Linda Babcock

Women who were perceived as flirtatious achieved superior economic deals in negotiations compared with women who were seen as friendly.

This finding validates Carnegie Mellon’s Linda Babcock’s observation that women achieve better negotiation outcomes when they combine power tactics with warmth.

These research results expose “a financial risk associated with female friendliness:…the resulting division of resources may be unfavourable if she is perceived as ‘too nice’.”

-*How do you mitigate the “financial risk associated with female friendliness”?

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©Kathryn Welds

Writing Power Primer Increases Efficacy in High-Stakes Performance

Adam Galinsky

Adam Galinsky

Power ...(regulates) human interaction…it creates patterns of deference, reduces conflict, creates division of labor,” wrote Columbia’s Adam Galinsky.

He evaluated a power-enhancing technique to investigate whether feelings of power are associated with different outcomes in professional interviews.

David Dubois

David Dubois

Collaborating with David Dubois of INSEAD, Tilburg University’s Joris Lammers, and Derek Rucker of Northwestern University, they asked job applicants and business school admission candidates to write about a time they felt powerful or powerless.

Joris Lammers

Joris Lammers

Independent judges who were unaware of the different instructions, rated “applicant’s” written and face-to-face interview performance.
Evaluators assigned highest scores to those who recalled power experiences.

Derek Rucker

Derek Rucker

Judges preferred power-primed applicants, citing their greater persuasiveness and confidence.
These candidates received more offers of job roles and business school admission than those who wrote about powerless experiences or situations unrelated to feelings of power and powerlessness.

Sian Beilock

Sian Beilock

An earlier post highlighted Sian Beilock’s investigation of writing as a coping tool in stressful academic situations.
Her collaborators at University of Chicago, Vanderbilt, and Pace Universities showed that students could manage test anxiety by writing about their concerns to maintain a calm mindset.

Recalling an experience of personal power can influence impressions of persuasiveness, competence, and likeability in professional interviews.
This effect can be enhanced by writing about power experiences to increase confidence and optimism when working toward desired goals.

-*How do you prepare for challenging professional interviews?

-*How effective have your found “power primes” in high-stakes performance situations?

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©Kathryn Welds

How to Win the Career Advancement Contest – Tournament

Olivia Mandy O'Neill

Olivia Mandy O’Neill

People who work in an organization tacitly agree to participate in a “Workplace Tournament” for advancement, according to (Olivia) Mandy O’Neill of Wharton and Charles O’Reilly of Stanford.

They contend that careers are a series of tournaments in which employees compete for promotion to higher organisational levels.

Brian G.M. Main

The prevalence of implicit workplace “contests” was validated in O’Reilly’s study of executive pay with University of Edinburgh’s Brian G M Main and James Wade, of Emory University.

Phyllis Tharenou

Phyllis Tharenou

Women in organisational hierarchies dominated by men progressed less frequently to management roles even though they might earn more than women in other organisations, according to Phyllis Tharenou of Flinders University.

Employees with managerial aspirations and “masculine” (proactive, assertive, competitive) preferences were more likely to advance in management roles, she found.

These effects were enabled by “career encouragement” such as mentoring and structured career development programs.

Denise Conroy

Denise Conroy

With Denise Conroy of Queensland Technology University, Tharenou studied more than 600 female managers and 600 male managers across six organizational levels.

Women’s and men’s advancement was most closely correlated with workplace development opportunities and organizational structure.
Structural, policy and program changes can increase the number of women in top leadership roles, they found.

Women tend to excel in explicit workplace contests, such as in public sector jobs.
Women in other sectors can improve opportunities for advancement by:

  • Recognizing that advancement is a tournament,
  • Competing strategically,
  • Communicating interest in advancement,
  • Seeking employment in organizations with formal career advancement programs, mentoring, and development training,
  • Selecting employment in organizations that support flexible work practices and use technology to enable employees to work “anytime, anywhere,”
  • Gaining experience in “masculine” organizational culture or male-dominated industries,
  • Identifying social support inside organizations,
  • Seeking and cultivating advocates and sponsors

    .*How do you manage workplace “tournaments” for career advancement?

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©Kathryn Welds