Jeffrey Alexander Martin

We make decisions based on feeling from a set of values and our perception of the situation. To the extent that we're unsuccessful at x, y, or z our decisions have been wrong in that area because our values and perception have been wrong. I've been working on correcting for this, which leads me to writing an article on marketing and selling meditation today. I don't have a natural proclivity for selling. I like to discuss ideas, but not to convince or convert people. Often in group discussions if someone is struggling to support their points on a topic I'll help them out and brace up their side of the argument even if it's not the side I think makes the most sense in the end. So I'm better at de-convincing and un-converting people, if you will. I'm better at bringing people to doubt than to certainty. That's my natural tendency. Kind of like Socrates, who people found annoying enough to have executed. The ability to doubt and steelman opposing arguments

A Phenomenological First-Person Case Study of Employee Turnover in a Local Municipal Government by Jeffrey Alexander Martin University of London School of Oriental and African Studies (SOAS) Centre for Financial and Management Studies This dissertation is submitted in partial fulfillment of the requirements for the degree of MSc Public Policy and Management of the University of London, September 2023. Word count excluding bibliography and appendix: 9,618 Total word count: 26,838 Table of Contents Abstract Chapter 1: Introduction Chapter 2: Research Questions Chapter 3: Review of the Literature Review Introduction Causation Consequences Context and Other Review Summary and Conclusion Chapter 4: Procedure and Methods Methodology Introduction Phenomenology Case Studies Possible Objections to Methodology Addressed History of Organizational Research Change Agent as Researcher Other Methods Compared Chapter 5: Data Chapter 6: Analysis Thematic Analysis Conceptual