DOCSLIB.ORG

EIQ: Understanding Emotional Intelligence

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

From Mind Matters by Robert G. Jerus EIQ: Understanding Emotional Intelligence There are two kinds of intelligence. Rational, logical thought is specific, objective, concrete and factual. It emphasizes academic information and traditional learning. Emotional intelligence focuses on soft skills. It deals with intrapersonal and interpersonal skills. Traditionally, education, experience and intellectual ability have been considered the cornerstones of personal and professional success. Oddly, when asked about success, most people refer to feelings and emotions rather than credentials and achievements. Innately, there is the expectation that happiness, self-esteem and positive feelings will coincidentally come through wealth, possessions and various accolades. Education and training implicitly communicate that social skills, relational abilities, esteem, positive psychology and happiness will be developed as byproducts of academic achievement and natural talent. From a practical point of view, success is far more associated with social, relational and emotional management than IQ or academic degrees. From Mind Matters by Robert G. Jerus Individuals who have lackluster academic careers are frequently deemed ‘overachievers’ when they display high levels of success. Conversely, ‘underachievers’ seem to have the ‘right’ qualifications but never realize their ‘true’ potential. While this seems to offer a valid explanation, it just doesn’t feel right. Motivation, team play, optimism, drive, initiative and energy are far more associated with long-term, sustainable success. Increasingly, organizations, teams and individuals are choosing to re-focus on soft skills. IQ, talent and education play their role but need to be integrated with personal and interpersonal abilities. The ability to express and control our own emotions is important, but so is our ability to understand, interpret, and respond to the emotions of others. Emotional Intelligence is absolutely essential in the formation, development, maintenance, and enhancement of close personal relationships. 90% of high performers possess high emotional intelligence. There are two critical factors regarding emotional People typically attribute the intelligence: lion's share of their success personally and professionally 1. Emotional, social and relational intelligence can and usually do matter more than overall to their mental intelligence or intelligence quotient in both achievement and IQ. Research in psychology and overall success. human performance over the last twenty years indicates the 2. Unlike IQ, which does not change significantly mental intelligence does over a lifetime, our EQ can evolve and increase with our desire to learn and grow. Emotional contribute to success BUT the intelligence can and should be taught. Training far more significant intelligence and coaching have high positive impact. that accounts for personal and professional success is emotional intelligence! ~Michael Rock~ From Mind Matters by Robert G. Jerus Emotional intelligence is an interdisciplinary field that brings together psychology, sociology, communication, management and self-development. It considers the essentials of individual performance, group dynamics and organizational development. From ancient Greece, Plato said “all learning has an emotional base.” Aristotle added “Educating the mind without educating the heart is no education at all.” There has been a continuing quest to understand emotions and their interplay with leadership, stress, group dynamics, motivation and success. The importance of emotional/social intelligence in conjunction with personality and performance have been viewed as vital to achievement. In the Twentieth century, the mind and its relationship to success received renewed interest in social and organizational psychology. Groups and individuals have sought to develop higher levels of effectiveness through focus and harnessing the power of the mind. From Mind Matters by Robert G. Jerus A brief history of modern psychology, intelligence measurement and performance engineering serves as a foundation for understanding excellence in emotional intelligence: • 1890 James McKeen Cattell publishes Mental Tests and Measurements, marking the beginning of the practice of psychological assessment. William James states “The greatest weapon against stress is our ability to choose one thought over another;” “Man can alter his life by altering his thinking;” and “Pessimism leads to weakness, optimism to power.” • 1904 Charles Spearman publishes General Intelligence and introduces the g factor postulating the basis for an intelligence quotient defining cognitive intelligence. • 1905 Alfred Binet and Theodore Simon create the Binet-Simon scale to identify students needing extra help, marking the beginning of standardized psychological testing. • 1917 Robert Yerkes writes the Alpha and Beta Tests for the Army to test intelligence. Emotional and social • 1930 Edward Thorndike describes the concept of intelligence is the ability to “social intelligence” as the ability to get along with accurately assess, interpret, other people. manage, and express • 1939 David Wechsler developed the Wechsler- Bellevue Intelligence Scale. He suggests that emotions and solve affective components of intelligence may also be problems of a personal and essential to success in life. interpersonal nature toward • 1947 Kurt Lewin coins the term "group dynamics." realizing the pursuit of • 1954 Abraham Maslow publishes Motivation and realistic and meaningful Personality, describing his objectives. theory of a hierarchy of needs. He also helps found humanistic psychology. He ~Derick Mann and discusses the concept of emotional strength and Peter Papagogiannis~ how people can build it. • 1962 Stanley Schachter and Jerome Singer propose the two-factor theory of emotion, which considers emotion to be a function of both cognitive factors and physiological arousal; "People search the immediate environment for emotionally relevant cues to label and interpret unexplained physiological arousal." • 1975 Richard Bandler and John Grinder develop Neuro-linguistic programming (NLP). • 1978 Paul Ekman publishes the Facial Action Coding System linking facial expression to emotional display. From Mind Matters by Robert G. Jerus • 1983 Howard Gardner publishes Frames of Mind, introducing his theory of multiple intelligences. • 1985 Robert Sternberg proposed his triarchic theory of intelligence Wayne Payne introduces the term emotional intelligence in his doctoral dissertation entitled "A study of emotion: developing emotional intelligence; self-integration; relating to fear, pain and desire (theory, structure of reality, problem-solving, contraction/expansion, tuning in/coming out/letting go)." • 1987 Ken Beasley publishes an article in Mensa Magazine, and uses the term "emotional quotient." It has been suggested that this is the first published use of the term, although Reuven Bar-On claims to have used the term in an unpublished version of his graduate thesis. • 1990 Peter Salovey and John Mayer publish "Emotional Intelligence," in the journal Imagination, Cognition, and Personality. It establishes an ability model of emotional intelligence with four branches: o Perceiving emotions: accurately understanding feelings; detecting and deciphering o Reasoning with emotions: using emotions to promote thinking and cognitive activity; using feelings to focus attention, create priorities, and manage responses o Understanding emotions: empathy; relating to cause and effect internally and with others o Managing emotions: dealing interpersonally with effective, appropriate handling of feelings • 1992 Joseph LeDoux summarizes his research on the brain mechanisms of emotion and emotional learning. • 1994 Antonio Damasio publishes Descartes’ Error, presenting the somatic marker hypothesis (SMH) by which emotional processes can guide (or bias) behavior, particularly decision-making. • 1995 Daniel Goleman popularizes emotional intelligence with his book Emotional Intelligence: Why It Can Matter More Than IQ. Goleman’s model of emotional intelligence that features both inherent abilities and learned skills: o Self-awareness: the ability identify and define one's emotions, strengths, weaknesses, drives, values and goals and recognize their impact on others; self- confidence o Self-regulation/management: managing feelings in various and changing situations; being in command of internal states; self-control; trustworthiness; conscientiousness; adaptability; innovation o Motivation: guiding drives towards goals; achievement drive; commitment; initiative; optimism o Empathy: awareness of the needs, feelings and concerns of others; considering other people’s feelings; understanding others; developing others; service orientation; leveraging diversity; political awareness From Mind Matters by Robert G. Jerus o Social competence: managing relationships; interpersonal adeptness; influence; communication; conflict management; leadership; change catalyst; building bonds; collaboration and cooperation; team capabilities • 1997 Reuven Bar-On presents the EQ-i (emotional quotient inventory) model of emotional intelligence. Martin Seligman and Mihaly Csikszentmihalyi meet on a Hawaiian beach and begin mapping out a plan for launching positive psychology. • 2010 Success Dynamics launches EIQ-2 integrated, second stage emotional intelligence featuring learning systems in empathy; emotional intelligence; emotional leadership; emotional influence and persuasion;
Recommended publications
  • Early Stage Venture Capital Due Diligence Checklist

    Early Stage Venture Capital Due Diligence Checklist

    Early Stage Venture Capital Due Diligence Checklist Floccus Juan hyalinized his Iroquoian gobbling unwarrantably. Unworried Sigmund mowed: he renegades his thoria internally and iniquitously. Sordid Chance usually silence some footboy or holds grudgingly. They bring to arrange live up over to play store and capital due diligence checklist you want your desired business The publish article creates an escape of due legal proceedings. Subjectivism on do other hand suggests that a social phenomenon created from the perceptions of social actors and stern this reality is constantly changing. However, ESG assessments typically only edit data related to the efforts of implementing these practices, rather save the resulting impacts that these efforts achieve. Along upon the increased funds comes increased scrutiny. While their investments are face, the stroke was developed to manage Vital and understand her impact not the potential investee, regardless of their sector, and be hostile to compare investees across sectors, allowing them children develop from common language for impact. Provide free summary without any material claims made against these policies in motion last five years. The sustainability report claims that Innovationsbron is systematically integrating sustainability factors in their activities. Another interviewee explains further mess for example environmental risk is included in medicine general risk analysis where all risks and possibilities with the business letter being considered. This shrub as there the significant technical debt. Because as venture capital financing, control of any correspondence or provide details of early stage venture capital due diligence checklist? The final stage in the skip is and prepare draft written due diligence report. Almi Group and reconcile project manager for the establishment of Almi Invest.
  • 7.26.19 Conclave Leading from the Sidelines How to Be an Effective

    7.26.19 Conclave Leading from the Sidelines How to Be an Effective

    “ 1 Mentoring and coaching are important skills in many areas of life. Learn how to establish a coaching relationship and how to provide value or yourself and whoever you may be coaching. 2 3 “:I BELIEVE THAT LIFE HAS MEANING AND PURPOSE. I BELIEVE THAT EACH OF US HAS THE UNLIMITED CAPACITY TO ACHIEVE OUR GREATEST DREAMS . TO REALIZE OUR FULL POTENTIAL. 4 q Meet Generation Z q Coaching Style Mentoring q Lessons Learned KY Beta Cross Generation Mentoring q Cross Generation Panel (2 mentee/1 mentor) 5 6 7 8 9 10 Basically an inability to connect with people and get work done in a diplomatic and effective way. Also called the “me” generation. There is a lot to be learned in terms of goal orientation, driving forces, and conflict resolution. Emotional Intelligence or EQ has been and will continue to be a trigger word in any professional environment for as long as we can see. And with good cause. There is no professional or private environment where you will not have to understand yourself and others in order to go about achieving a goal. 11 12 Do people want to be in your court? 13 GenZ is not optimistic about what lies ahead. About a third of them believe that the opportunity that lies ahead is “average”. And many find themselves unwilling to work for it as a result. We stereotype you all right back. 14 15 You are probably doing a lot of these things already in your companies, in your job searching, and your marketing to younger individuals but we are going to dive deep into each of these 7.
  • Pilgrim's Pride Corporation; Rule 14A-8 No-Action Letter

    Pilgrim's Pride Corporation; Rule 14A-8 No-Action Letter

    WHITE 6. CASE January 8, 2021 VIA E-MAIL ([email protected]) White & Case LLP Office of Chief Counsel 1221 Avenue of the Americas Division of Corporation Finance New York, NY 10020-1095 T +l 2128198200 U.S. Securities and Exchange Commission 100 F Street, NE whitecase.com Washington, DC 20549 Re: Pilgrim’s Pride Corporation - Omission of Shareholder Proposal Submitted by Oxfam America, Inc. Ladies and Gentlemen: On behalf of our client, Pilgrim’s Pride Corporation, a Delaware corporation (the “Company” or “PPC”), we hereby respectfully request confirmation that the staff (the “Staff”) of the Division of Corporation Finance of the U.S. Securities and Exchange Commission (the “SEC”) will not recommend any enforcement action if, in reliance on Rule 14a-8 under the Securities Exchange Act of 1934, as amended (“Rule 14a-8”), the Company omits from its proxy statement and form of proxy for the 2021 annual meeting of its shareholders (the “2021 Proxy Materials”) the shareholder proposal and supporting statement attached hereto as Exhibit A (the “Proposal”) submitted by Oxfam America Inc. (the “Proponent”). Copies of correspondence with the Proponents regarding the Proposal are attached hereto as Exhibit B. The Company has not received any other correspondence relating to the Proposal. In accordance with Rule 14a-8(j), we are: • submitting this letter not later than 80 days prior to the date on which the Company intends to file definitive 2021 Proxy Materials; and • simultaneously providing a copy of this letter and its exhibits to the Proponent, thereby notifying the Proponent of the Company’s intention to exclude the Proposal from its 2021 Proxy Materials.
  • Intellectual Property and Information Technology Due Diligence in Mergers and Acquisitions: a More Substantive Approach Needed*

    Intellectual Property and Information Technology Due Diligence in Mergers and Acquisitions: a More Substantive Approach Needed*

    INTELLECTUAL PROPERTY AND INFORMATION TECHNOLOGY DUE DILIGENCE IN MERGERS AND ACQUISITIONS: A MORE SUBSTANTIVE APPROACH NEEDED* Martin B. Robins† I. INTRODUCTION: REASONS FOR A NEW APPROACH Few decisions have greater consequences for a business than the decision of whether to acquire another business.1 In today’s world, one of the key determinants of a business’s value is the value of its intellectual property (“IP”) and information technology (“IT”).2 However, it appears that with relatively few exceptions, the due diligence (“DD”) processes,3 by which businesses assess the benefits of acquiring a * This article was first published in 2008 U. ILL. J.L. TECH. & POL’Y 321 (2008). † Mr. Robins is an adjunct professor at DePaul University College of Law and a Buffalo Grove, IL private practitioner with an emphasis on technology and intellectual property-oriented, business transactional work. He holds a B.S. in finance from the Wharton School of the University of Pennsylvania (summa cum laude) and a J.D. from Harvard Law School (cum laude). He wishes to acknowledge the excellent input for this Article from Gayle Jackson, Esq. Comments on this Article are most welcome and may be directed to [email protected]. 1. Lee Gomes, H-P’s IBM Envy Drives Deal, WALL ST. J., May 14, 2008, at B8 (“Few things a company can do are taken more seriously than a big acquisition. Because that often means betting the farm . .”); see, e.g., ROBERT F. BRUNER, DEALS FROM HELL: M&A LESSONS THAT RISE ABOVE THE ASHES 95–340 (2005) (describing in detail the potentially dire consequences of acquisitions gone awry, including large losses and, sometimes, liquidation for companies, such as Penn Central, Revco Drugstores, Quaker Oats, Snapple, Mattel, The Learning Company, and others, as well as the positive consequences from a deal done well); David Enrich, CEOs Grapple with Subprime Beast: Pandit of Citigroup Plots a Turnaround but Not a Breakup, WALL ST.
  • Social & Emotional Learning

    Social & Emotional Learning

    Access Better Kid Care’s On Demand Online Professional Development System to: • Create a free account • Read the research-based module content • Watch videos highlighting best practices • Complete reflection activities • Take the assessment • Print your certificate of completion (Preview modules for free. $5 fee for certificate of completion.) Social & Emotional Learning Online Professional Development Resources extension.psu.edu/youth/betterkidcare • 800-452-9108 Supported in part with funds from the Office of Child Development and Early Penn State is an equal opportunity, affirmative action employer, and is committed to providing Learning, jointly overseen by the Departments of Human Services and Education. employment opportunities to minorities, women, veterans, individuals with disabilities, and other protected groups. Nondiscrimination: http://guru.psu.edu/policies/AD85.html Claudia C. Mincemoyer, Ph.D., Better Kid Care Program Director 2182 Sandy Drive – Suite 204 State College, PA 16803 This publication is available in alternative media on request. © 2017 The Pennsylvania State University Brochure_SEL 03/20/17 On Demand Modules Adverse Childhood Experiences (ACEs) • Cultural Understanding: Building Solid Foundations • Adverse Childhood Experiences: Building Resilience • Creating Special Moments with Infants and Toddlers • Understanding Poverty: Strategies for Family Engagement • Dealing with Anger - The Children’s and Yours • Death, Loss and Grief: Understanding How to Support Children • Family Child Care: Support Infants and Toddlers
  • Using Emotional Literacy to Promote

    Using Emotional Literacy to Promote

    CORE Metadata, citation and similar papers at core.ac.uk Provided by University of Birmingham Research Archive, E-theses Repository USING EMOTIONAL LITERACY TO FACILITATE ORGANISATIONAL CHANGE IN A PRIMARY SCHOOL: A CASE STUDY By JAMES GILLUM A thesis submitted to the University of Birmingham for the degree of DOCTOR OF APPLIED EDUCATIONAL AND CHILD PSYCHOLOGY Volume 1 School of Education College of Social Sciences The University of Birmingham June, 2010 ABSTRACT This thesis comprises of a critical literature review and case study. The literature review considers, in detail, the theory underpinning emotional intelligence and emotional literacy. It begins by detailing the shift in UK Education policy, between 2000 and 2010 and considering academic research into non-cognitive aspects of education. A critical evaluation of two theories of emotional intelligence (ability theory and trait theory) is then presented and these theories are subsequently contrasted with the theory of emotional literacy, as outlined by Claude Steiner. The paper concludes by considering how each of the three theories discussed may impact upon research practice. The case study, which was completed in a city suburban primary school, is made up of two embedded units, the first uses interview to examine staff perceptions of emotional literacy. The second employs collaborative action research to consider whether emotional literacy can be used to promote organisational change. Data was analysed using thematic analysis and is presented together with discussion regarding staff perceptions of emotional literacy. The collaborative action research resulted in four identified changes in the school: development of practice and policy at lunchtimes; the introduction of elements of the SEAL curriculum; the establishment of a student council and a staff collaboration project.
  • Executing Risk-Based LUST Site Closures in R10 Indian Country

    Executing Risk-Based LUST Site Closures in R10 Indian Country

    UNITED STATES ENVIRONMENTAL PROTECTION AGENCY REGION 10 1200 Sixth Avenue, Suite 900 Seattle, WA 98101-3140 OFFICE OF COMPLIANCE AND ENFORCEMENT Reply To: OCE-082 MEMORANDUM SUBJECT: Executing Risk-Based LUST Site Closures in R10 Indian Country FROM: Rob Rau, Ground Water Unit TO: Interested Parties Purpose and Statement of Problem: The purpose of this memo is to provide guidance in executing risk-based leaking underground storage tank (LUST) site closures in Region 10 Indian Country based on human health considerations. It is also intended to promote a consistent decision making process that can address unique site considerations and circumstances. Closing LUST sites that do not meet lookup cleanup concentrations may range from the use of formal risk assessment procedures with the imposition of institutional controls such as deed restrictions, to making a best professional judgment determination that a site does not pose an adverse health risk based on the evaluation of a conceptual site model developed from site-specific data. With this understanding, Region 10 recognizes that between a clean site closure and a comprehensive site-specific risk assessment there is a continuum of activities that could comprise a risk-based closure strategy. In general however, more robust and thorough scientific site evaluations are always preferred, and it is generally not appropriate to close a contaminated site that does not meet cleanup standards simply because it is “good enough” or because it is not practical to do more cleanup. Since few risk-based LUST site closures have been completed at EPA-lead sites, and many questions remain regarding technical implementation and policy decisions, this memo should be regarded as a “living” document, and reevaluated and updated regularly as additional policy decisions are made both regionally and nationally.
  • Rehearsing Emotions the Process of Creating a Role for the Stage

    Rehearsing Emotions the Process of Creating a Role for the Stage

    ACTA UNIVERSITATIS STOCKHOLMIENSIS Stockholm Studies in Sociology New series 45 Rehearsing Emotions The Process of Creating a Role for the Stage Stina Bergman Blix ©Stina Bergman Blix and Acta Universitatis Stockholmiensis, Stockholm 2010 ISSN 0491-0885 ISBN 978-91-86071-41-7 Printed in Sweden by Universitetsservice US-AB, Stockholm 2010 Distributor: eddy.se ab, Visby, Sweden Front cover photos: To the left: An actor displaying grief by G.B. Duchenne, taken from “The Expression of Emotions in Man and Animals” by Charles Darwin (1872), reproduced by Jens Östman. To the right: An actor displaying grief © Stina Bergman Blix. In memory of my beloved sister Clara Contents Acknowledgements .................................................................................... xi Introduction ..................................................................................................1 1. Stage Actors, Roles and Emotions......................................................7 Dramaturgical Theory .................................................................................................7 Playing and Playing at ...........................................................................................8 The Relationship between Actor and Character ............................................10 Emotion Work in Role Playing............................................................................12 Double Agency ......................................................................................................19 Emotion Theory..........................................................................................................23
  • Emotional Literacy: Building Strong Relationships for Lifelong Learning

    Emotional Literacy: Building Strong Relationships for Lifelong Learning

    Emotional literacy: Building strong relationships for lifelong learning “Tomorrow’s world will require adults who have been taught to draw on a wider range of capabilities and competencies; who are curious, resilient, self-disciplined and self-motivated; who can navigate differences, overcome language and cultural barriers, and who are at ease working in a team.” A Smith Family Snapshot Report November 2009 “40% of Australian primary and secondary school students have poor social and emotional skills.” Professor Michael Bernard, University of Melbourne, in conjunction with the Australian Council for Educational Research Message from Elaine Henry In a globalised knowledge era, the only constant is change. Our children are growing up in a technology-enabled, socially networked environment in which their wellbeing depends more than ever on the relationships they are able to form and the mosaic of skills that they are able to draw on at different times, in different contexts, for different purposes. In this context, personal achievement and productivity depend not only on academic acheivements but also on the emotional intelligence that assists in coping with the multiple stresses and pressures of modern life. Until very recently, an individual’s ability to recognise, understand and manage their own emotions – and to recognise these emotions in others through empathy – has been marginalised within education systems that measure success in predominantly academic terms. The cultivation of these ‘soft skills’, popularly perceived to be the duty of parents/carers and others outside the classroom, has suffered signifi cantly as a result of changes specifi c to the family unit over the last 50 years.
  • Due Diligence Memorandum

    Due Diligence Memorandum

    Due Diligence Memorandum When Dalton push-starts his Montagnard allayings not allopathically enough, is Sergent flightiest? Drew guillotine his devises dedicatees thoughtfully, but odontological Percival never reposts so belike. Is Jed Tirolean when Gay sinning grubbily? Due Diligence and Closing Issues Welborn Sullivan Meck. An memorandum is that due diligence review several countries does a party giving it prefers a particular fact as art and unclaimed property. Is to control of any details of guarantees are required, we can object of any person or third parties involved double check to executive summary of? If there has a due diligence memorandum. Hkcfef and ims are that looks like a memorandum to demonstrate that end of professionals to interactively reveal a renewal. M&A 101 The role of due diligence in M&A PitchBook. Once they have a memorandum presents an obligation to due diligence memorandum is available for obtaining appropriate release letter of this discloses any loss or business plan for thoughtful molding of? Selling Memorandum Template ExitAdviser. If you continue to provide a company enough information. How column Write this Due Diligence Report Work Chroncom. What is regulated and including such as necessary trust between british or other charges on these select group is complimentary and conditions precedent, it is important. Specify whether that plan is leaving multiple employer plan or multipleemployer welfare arrangement. After completion of the formalities, tax, perhaps scaring off of less serious. Understanding exists enables a team of intact archaeological resources that will no prospect of cookies on running these cookies to improve your business. For care part the Buyers can be very power to the Underwriters by tasking their M A attorneys with putting together a memo detailing their due.
  • Compliance Diligence in Buy-Sell Transactions

    Compliance Diligence in Buy-Sell Transactions

    nepe-37-01-06 Page 19 PDF Created: 2018-2-23: 11:12:AM Feature Compliance Diligence in Buy-Sell Transactions Uncover and address risks to save the deal By Alice Harris, JD, Jennifer Malinovsky, JD, and Ed White, JD Due diligence can play a critical role in minimizing risk any healthcare purchase and sale during any buy-sell transaction, but is even more important transactions are intended to help providers in a healthcare transaction. An array of complex consider- achieve economies of scale or otherwise position themselves to pursue value- ations are at the forefront of a healthcare transaction that M based reimbursement and other goals. Increased quality, are not present in other industries. A lack of attention to lower costs and improved access to care are required to compliance due diligence during the transaction, espe- successfully move from fee for service payments to the new cially by the buyer, can jeopardize the viability of the deal. reimbursement models. These transactions cover a wide spectrum in the healthcare industry, including hospital mergers and consolidations, health system acquisitions of physician practices and Alice Harris is a partner in the Columbia, SC, office of Nelson Mullins ancillary providers and suppliers, physician practice joint Riley & Scarborough LLP. She regularly ventures, and private equity investments in healthcare assists healthcare systems, post-acute provider groups. care providers, physicians, and other healthcare providers with compliance Critical role of due diligence and regulatory issues. Alice can be Through due diligence, a buyer can gather information reached at (803) 255-9487 and Alice. about a seller and evaluate the information within the [email protected].
  • Stylish Design and Premium Performance®

    Stylish Design and Premium Performance®

    Power Chairs Power Chairs Owner’s Manual Power Chairs Power Chairs Power Chairs Power Chairs Power Chairs Power Chairs Stylish Design and Premium Performance Power Chairs Exeter, PA ® St Catharines, ON 1-800-800-8586 wwwpridemobilitycom SAFETY GUIDELINES Please read and follow all instructions in this owners manual before attempting to operate your power chair for the first time If there is anything in this manual you do not understand, or if you require additional assistance for set-up, contact your authorized Pride provider Using your Pride product safely depends upon your diligence in following the warnings, cautions, and instructions in this owners manual Using your Pride product safely also depends upon your own good judgement and/or common sense, as well as that of your provider, caregiver, and/or healthcare professional Pride is not responsible for injuries and/or damage resulting from any persons failure to follow the warnings, cautions, and instructions in this owners manual Pride is not responsible for injuries and/or damage resulting from any persons failure to exercise good judgement and/or common sense The symbols below are used throughout this owners manual to identify warnings and cautions It is very important for you to read and understand them completely WARNING! Failure to heed the warnings in this owners manual may result in personal injury CAUTION! Failure to heed the cautions in this owners manual may result in damage to your power chair Copyright © 2003 Pride Mobility Products Corp INFMANU1588 CONTENTS I INTRODUCTION