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The concept of the game of mirrors , together with that of typi cation , has been formulated to describe the texture of organizing (Gherardi and Strati, 1990) and originates from phenomenology. From the outset, observes Alfred Schutz (1962: 347 8) subjects nd themselves in situations already designed for them by others; they are already premarked , preindicated , presigni ed and even presymbolized . Only a small part of knowledge originates from direct experience.The rest of it is a socially derived social heritage. It consists of a set of systems of relevant typi cations, of typical solutions for typical practical and theoretical problems, of typical precepts for typical behavior (Schutz, 1962: 348). These are all forms of knowledge (Strati, 2000: 81) distinguished by the fact that they are taken as beyond question by participants in organizing processes, and that they constitute socially approved organizational knowledge. They are intended to help the organizational members to de ne their situations in everyday life, and to do so in a form which is typical . In everyday life each organizational member designs his/her action and expects it to be understood by other actors and to provoke their reaction. That is, a game of mirrors occurs whereby:

729 provides near toll-quality performance under clean channel conditions and was developed for mobile voice applications that are interoperable with legacy public switched telephone networks (PSTN) It is also suitable for voice over Internet protocol (VoIP)..

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How could Bernie claim to be a partner and then surprise the Wal-Mart people with the news of a new factory What King Chemical had done to Johnson Carter, Bernie could not do to Wal-Mart American retailers didn t understand this sort of behavior hiding information and springing big news for the sake of effect Bernie mentioned Wal-Mart Sister responded by hinting that there was nothing to worry about she would have the new factory up and running by the time the Wal-Mart people came back for their second visit Hearing Sister put it that way, Bernie went bug-eyed He changed the subject and asked how much it cost to build the new plant Why Sister asked Would you like to invest Bernie did a double take Was this what the new factory was all about, a lure for investors That could spell even more trouble for Johnson Carter.

Neuropsychological Domains and Speci c De cits with Epilepsy Speci c De cits Distribution of intelligence of children with epilepsy appears skewed toward lower values Language de cits often associated with temporal lobe epilepsy Benign rolandic epilepsy also associated with language de cits Visual-spatial functioning may be one area spared, except for in association with juvenile myoclonic epilepsy or absence seizures Somatosensory auras may be present Verbal and nonverbal memory may be impaired, particularly for longterm or delayed recall Short-term memory also may be impaired Signi cant slowing of psychomotor speed, particularly in the presence of brain structure abnormalities Children with epilepsy (localized, TLE, or IGE) demonstrated impaired performance on executive function tasks Particular dif culties with cognitive exibility and disinhibition noted Impaired attention associated with multiple forms of epilepsy Oromotor skills and articulation may be impaired Frontal epilepsy associated with motor dif culties Dif culty with sequential ne motor responses Dif culty in gross as well as ne motor functions Children with epilepsy at a greater risk than other children of demonstrating academic dif culties Benign rolandic epilepsy also associated with reading dif culties Speci c problems include immaturity, emotional lability, and disinhibition as well as dif culties with social integration and social adjustment

The failure to deliver past the signature on the purchase order is not new. It stems from several problems, among them the Culture of the New. As individuals and organizations, we love new things. We love to launch a new program, we admire our rainmakers who bring new customers, and we always look for the new product or idea. New is culturally admirable and desirable. The more new we have, the better we do. Maintenance, however, is a different story. Maintenance is about old things. It is about boring, repetitive stuff. It is not as exciting as the new. It is not as appealing as the new. No one was ever promoted for keeping the old. We do not reward maintenance as we reward the new new sales, new product launches, new branches, new global expansion. New is what we love to do. Maintenance is what we must do (and often do against our will). It is exactly this culture a culture that spans both our private and professional lives that causes us to overlook and underestimate the post-sales function and its importance. These are old-news customers. We are focusing on the new customers. Like a typical silo-based organization, we throw the responsibility for the recently new, currently old customers over the fence for the maintenance people to deal with (hopefully with minimal expense).

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