Prayer Music For Manifesting Miracles | 639 Hz Music To Enhance Self Lov...

day 35

DAY 29 OF THE 35-DAY BRING POSITIVE CHANGES AND BOOST CONFIDENCE AND SELF-ESTEEM RITUAL

Managing Change

 by

 Charles Lamson 

Every manager needs a clear understanding of how to manage change effectively. Organizational change is managed effectively when

1. The organization is moved from its current state to some planned future state that will exist after the change.
2. The functioning of the organization in the future state meets expectations; that is, the change works as planned.
3. The transition is accomplished without excessive cost to the organization.
4. The transition is accomplished without excessive cost to the individual organizational members.

People are the key to successful change. For an organization to be great, or even just to survive, people have to care about its fate, and know how they can contribute. But typically, leadership lies with only a few people at the top. Too few take on the burden of change; the number of people who care deeply, and who make innovative contributions, is too small. People throughout the organization need to take a greater interest and a more active role in helping the business as a whole. They have to believe they can make a difference. And they have to identify with the entire organization, not just with their unit and close colleagues.

These important attitudes and feelings are not unusual in startups and very small organizations. Too often they are lost with growth and over time. In large, traditional corporations, they are all too rare. There needs to be a permanent rekindling of individual creativity and responsibility, a true change in the behavior of people throughout the organization. The essential task is to motivate people fully to keep changing in response to new business challenges.

Motivating People to Change

People must be motivated to change. But often they resist changing. For example, if your boss were to tell you, we have to become world-class, what would be your reaction?

Many people settle for mediocrity rather than aspire to world-class status. They resist the idea of striving mightily for excellence. They say things such as the following:

• "Those world class performance numbers are ridiculous! I don't believe them, they are impossible! Maybe in some Industries, some companies . . . but ours is unique."
• "Sure, maybe some companies that she needs those numbers, but there's no hurry . . . We're doing all right. Sales were up 5 percent this year, costs were down 2 percent. And we've got to keep cutting corners . . . "
• "We can't afford to be world-class like those big global companies; we don't have the money or staff . . ."
• "We don't believe this stuff about global markets and competitors. We don't need to expand internationally. One of our local competitors tried that a few years ago and lost its shirt."
• "It's not a level playing field . . . the others have unfair advantages . . ."

To deal with such reactions, and successfully implement positive change, it is important to understand why people often resist change. Some reasons are general and arise in most change efforts. Other reasons for resistance relate to the specific nature of a particular change.

General Reasons for Resistance Several reasons for resistance arise regardless of the actual content of the change.

• Inertia. Usually people don't want to disturb the status quo. The old ways of doing things are comfortable and easy, so people don't want to shake things up and try something new. For example, it is easier to keep living in the same apartment or house than to move to another.

• Timing. People often resist change because of poor timing. Maybe you would like to move to a different place to live, but do you want to move this week? Even if a place were available, you probably couldn't take the time. If managers or employees are unusually busy or under stress, or if relations between management and workers are strained, the timing is wrong for introducing new proposals. Where possible, managers should introduce change when people are receptive. 

• Surprise. One key aspect of timing and receptivity is surprise. If the change is sudden, unexpected, or extreme, resistance may be the initial---almost reflexive---reaction.

• Peer pressure. Sometimes work teams resist new ideas. Even if individual members do not strongly oppose a change suggested by management, the team may band together in opposition if a group is highly cohesive and has anti-management norms, peer pressure will cause individuals to resist even reasonable changes.

Change-Specific Reasons for Resistance Other causes of resistance arise from the specific nature of a proposed change. Change-specific reasons for resistance include:

• Self-interest. Most people care less about the organization's best interest than they do about their own best interests. They will resist a change if they think it will cause them to lose something of value.

What could people fear to lose? At worst, their jobs, if management is considering closing down a plant. A merger or reorganization, or technological change, could create the same fear. Despite assurances that no one will be laid off or fired, people might fear a cut in pay or loss of power and status under the new arrangement.

• Misunderstanding. Even when management proposes a change that will benefit everyone, people may resist because they don't fully understand it. People may not see how the change fits with the firm's strategy, or they simply may not see the change's advantage over current practices.

• Different assessments. Employees receive different and usually less information than management receives. Even within top management ranks, some executives know more than others do. Such discrepancies cause people to develop different assessments of proposed changes. Some may be aware that the benefits outweigh the costs, while others may see only the costs and not perceive the advantages. This is a common problem when management announces a change, say, in work procedures, and doesn't explain to employees why the change is needed. Management expects advantages in terms of increased efficiency. But workers may see the change as another arbitrary, ill-informed management rule that causes headaches for those who must carry it out.

• Management tactics. Sometimes the change that is successful elsewhere is undertaken in a new location, and problems may arise during the transfer. Management may attempt to force the change and may fail to develop employee commitment. Or it may fail to provide the necessary resources, knowledge, or leadership to help the change succeed. Sometimes a change receives so much exposure and glorification that employees resent it, and resist.

It is important to recognize that employees assessments can be more accurate than management's; they may know what change will not work even if management doesn't. In this case, resistance to change is beneficial for the organization. Thus, even though management typically considers resistance a challenge to be overcome, it may actually represent an important signal that a proposed challenge requires further, more open-minded scrutiny.

A General Model for Managing Resistance Motivating people to change often requires three basic strategies: unfreezing, moving to institute the change, and refreezing.

In the unfreezing stage, management realizes that its current practices are no longer appropriate and the company must break out of (unfreeze) its present mold by doing things differently. People must come to recognize that some of the past ways of thinking, feeling, and doing things are obsolete. Perhaps the most effective way to do this is to communicate to people the negative consequences of the old ways by comparing the organization’s performance to its competitors. Management can share with employees data about costs, quality, and profits. However, care must be taken not to arouse people’s defensiveness by pinning the blame directly and entirely on them.

An important contributor to unfreezing is the recognition of a performance gap, which can be a precipitator of major change. A performance gap is the difference between actual performance and the performance that should or could exist. A gap typically implies poor performance; for example, sales, profits, stock price, or other financial indicators are down. This situation attracts management’s attention, and management introduces changes to try to correct things.

Another, very important form of performance gap can exist. This type of gap can occur when performance is good but someone realizes that it could be better. Thus, the gap is between what is and what could be. This is where entrepreneurs seize opportunities and where companies that engage in strategic maneuvering gain a competitive edge. Whereas many change efforts begin with the negative, it often is more valuable to identify strengths and potential and then develop new modes of operating from that positive perspective.

As an impetus for change, a performance gap can apply to the organization as a whole; it also can apply to departments, groups, and individuals. If a department or work group is not performing as well as others in the company, or if it sees an opportunity that it can exploit, that unit will be motivated to change. Similarly, an individual may receive negative performance feedback or see a personal opportunity on which to capitalize. Under these circumstances, unfreezing begins, and people can be more motivated to change than they are if no such gap exists.

Moving to institute the change begins with establishing a vision of where the company is heading. The vision can be realized through strategic, structural, cultural, and individual change. Cultural changes are institutionalized through effective leadership. Individuals will change as new people join the company and as people throughout the organization adopt the leader's new vision for the future.

Finally, refreezing means strengthening the new behaviors that support the change. Changes must be diffused and stabilized throughout the company. Refreezing involves implementing control systems that support the change, applying corrective action when necessary, and reinforcing behaviors and performance that support the agenda. Management should consistently support and reward all evidence of movement in the right direction.

In today's organizations, refreezing is not always the best third step, if it creates new behaviors that are as rigid as the old ones. The ideal new culture is one of continuous change. Refreezing is appropriate when it permanently instills behaviors that maintain central core values, such as a focus on important business results and those values maintained by the companies that are built to last. But refreezing should not create new rigidities that might become dysfunctional as the business environment continues to change. The behaviors that should be refrozen are those that promote continued adaptability, flexibility, experimentation, assessment of results, and continuous improvement. In other words, lock in key values, capabilities, and strategic mjssion, but not necessarily specific management practices and procedures.

Specific Approaches to Enlist Cooperation You can try to command people to change, but the key to long-term success is to use other approaches. Developing true support is better than driving a program forward. How, specifically, can management motivate people to change? Most managers underestimate the variety of ways they can influence people during a change. Several effective approaches to managing resistance and enlisting cooperation are available.

1. Education and communication. Management should educate people about upcoming changes before they occur. You should communicate not only the nature of the change but it's logic. This process can include one-on-one discussions, presentations to groups, or reports and memos.
2.  Participation and involvement. Change requires reflection and dialogue, it is important to listen to the people who are affected by the change. They should be involved in the change's design and implementation. For major, organization-wide change, participation in the process can expand from the top to the very bottom of the organization. When feasible, management should use the advice of people throughout the organization. People who are involved in decisions understand them more fully and are more committed to them. People's understanding and commitment are important ingredients in the successful implementation of a change. Participation also provides an excellent opportunity for education and communication.
3.  Facilitation and support. Management should make the change as easy as possible for employees and be supportive of their efforts. Facilitation involves providing the training and other resources people need to carry out the change and perform their jobs under the new circumstances. This step often includes decentralizing authority and empowering people, that is, giving them the power to make the decisions and changes needed to improve their performance. Offering support involves listening patiently to problems, being understanding if performance drops temporarily or the change is not perfected immediately, and generally being on the employee's side and showing consideration during a difficult period.
4.  Negotiation and rewards. When necessary management can offer concrete incentives for cooperation with the change. Perhaps job enrichment is acceptable only with a higher wage rate, or a work rule change is resisted until management agrees to a concession on some other rule, say, regarding taking breaks. Even among higher-level managers, one executive might agree to another's idea for a policy change only in return for support on some other issue of more personal importance. Rewards such as bonuses, wages and salaries, recognition, job assignments, and perks can be examined and perhaps restructured to reinforce the direction of the change. When people trust one another change is easier. A change is further facilitated by demonstrating its benefits to people.
5.  Manipulation and cooptation. Sometimes managers use more subtle, covert tactics to implement change. One form of manipulation is cooptation, which involves giving a resisting individual a desirable role in the change process. The leader of a resisting group often is coopted. For example, management might invite a union leader to be a member of an executive committee, or ask a key member of an outside organization to join the company's board of directors. As a person becomes involved in the change, he or she may become less resistant to the actions of the coopting group or organization.
6.  Explicit and implicit coercion. Some managers apply punishment or the threat of punishment to those who resist change. With this approach, managers use force to make people comply with their wishes. For example, a boss might insist that subordinates cooperate with the change and threaten them with job loss, denial of a promotion, or an unattractive work assignment. Sometimes you just have to lay down the law: The game is changing, and you need to play by the new rules or play somewhere else.

Each approach to managing resistance has advantages and drawbacks and, like many of the other situational and contingency management approaches, each is useful in different situations. Managers should not use just one or two general approaches, regardless of the circumstances. Effective change managers are familiar with the various approaches and know how to apply them according to the situation.

Throughout the process, change leaders need to build in stability. In the midst of change, turmoil, and uncertainty, people need anchors on to which they can latch. This means keeping some things constant and visible, such as the organization's values and mission. In addition, strategic principles can be important anchors during change. It can help further to maintain the visibility of key people, continue key assignments and projects, and make announcements about which organizational components will not change. Such anchors will reduce anxiety and help overcome resistance. 

*SOURCE: MANAGEMENT: THE NEW COMPETITIVE LANDSCAPE, 6TH ED., 2004, THOMAS S. BATEMAN & SCOTT A. SNELL, PGS. 556-562*

END

Day 17

Day 17

 by

 Charles Lamson

 Hey everybody! Welcome to Day 17 of the 35-Day Bring Positive Changes and Boost Confidence and Self-Esteem Ritual. That's right, for those of you who are paying close attention, you may remember that in the last post, Day 12 (back on December 8th), I decided I was going to officially start calling this 30-day bring positive changes and boost confidence and self esteem test The 35-Day Bring Positive Changes and Boost Confidence and Self-Esteem Ritual. And, I was going to extend it five days, because I thought it would be more auspicious to end this ritual on the first day of January in the year of Our Lord 2020.

It has been five days since the last post. I suppose it was rather unrealistic of me to expect to do daily log entrees, or posts to keep track of this ritual with all the other stuff I have going on in my life. I just don't have enough time to do a blog entry every single day. With my other blog, my radio show, working out, and my other hobbies, there's just not enough time.

However, I have still been performing The Ritual every day. Just to recap, when I first began this ritual, or test, which has since morphed into a pretty elaborate 35-day ritual, this is what I wrote on Day 1:

🎧 432 Hz Bring Positive Changes | Boost Confidence and Self Esteem | 432 Hz Miracle Tone Recording,

Day 1  

by 

Charles Lamson 

Been having a lot of problems with confidence and self-esteem lately. So I prayed about it earlier today. Then, when I got onto the Internet, I noticed the above video, entitled 432 Hz - Bring Positive Change and Boost Confidence and Self-Esteem - 432 Hz Miracle Recording, was at the top of my Youtube recommendation list. 

So, since the 30-Day Proactive Test in Stephen Covey's 7 Habits of Highly Effective People worked so well for me in the past (See my other blog The Rant to learn more about that.), I decided to listen to the above music video every day for 30 days and challenge myself to do a Coveyesque 30-Day Bring Positive Change and Boost Confidence and Self-Esteem Test, in which, I simply just focus on bringing positive change and boosting my confidence and self-esteem for 30 days and writing about it in this blog to keep track of my progress.

 

So, my point being is that even though I haven't been making blog entries every day, I have been listening to the above YouTube video, 🎧 432 Hz Bring Positive Changes | Boost Confidence and Self Esteem | 432 Hz Miracle Tone Recording, every day, at least once a day. And to supplement that, I have also been listening to the below YouTube video, Root Chakra Healing Chants ⁂ LET GO OF FEARS & INSECURITIES ⁂ Seed Mantra "LAM" Chanting Medita tion, every day.

Root Chakra Healing Chants ⁂ LET GO OF FEARS & INSECURITIES ⁂ Seed Mantra "LAM" Chanting Meditation

So, as far as reporting any positive changes or boosting of confidence and self-esteem goes, not much to report, in that, I know the last post on Day 12 was rather manic and I was in a supercharged good mood and was feeling the effect of this ritual hitting me hard.

To be honest, I was getting a little bipolar. When I started to come down from the manic high I wrote about on Day 12 of The Ritual, because my body needed to rest, I did sleep a little bit, and when I woke up yesterday morning, after not enough sleep, I found myself sliding back into the old overly self-critical, negative-thinking patterns.

But then, I just made the decision to get out of bed, shave, take all of my healthy supplements, get in a good workout, and have a nice meal. And, after doing that, I started feeling a lot better and I had a pretty good day.

Maybe a little too good, in that, I started to get a little manic again last night. I was just excited and in a good mood; so much so, that I had trouble sleeping again last night. It was the full moon too. That might have had something to do with it. But, regardless, as a result, I just had a sort of low-energy, tired-feeling sort of day. But that's okay, We can't all be high-energy dynamos all day, everyday. All-in-all, it was still a fairly constructive day. 

So until next time, stay tuned . . .

end

THE 30-DAY BRING POSITIVE CHANGES AND BOOST CONFIDENCE AND SELF-ESTEEM TEST (DAY 12)

Day 12

 by

 Charles Lamson

If you have been following along and applying some of the principles I have been talking about in these articles, I hope you are finding these ideas useful.

The last couple of posts I've been straying away from the personal style of journaling that I was doing when I first started this project, which is kind of a crutch for me, because I can use research and research-type papers as an escape, because it's harder for me to be introspective and sort out my sometimes seemingly chaotic inner-world of conflicting drives, impulses, and emotions in writing in a coherent manner. This is much more challenging to me than just doing research and putting together an analysis: To me, that's easy.

So here goes. Here's a little writing tip for everyone out there, especially in this personal journalistic style of writing: When I can't think of anything to write about in the chronicling of my day-to-day life, I just think to myself, "Okay, every story has a beginning, a middle, and an end. So, start at the beginning."

And when I say beginning I mean I'm going to have to go back a couple days, to fully report on the progress of the positive changes that have been occurring and the boosting of my confidence and self esteem.

Something, seemingly miraculous (to me anyway) has occurred since I started doing this project. But, like I mentioned earlier, it's challenging me for me to write about introspective things. It is much easier for me to write an objective research piece (like I did in the last post) about 432 Hz, or (like I did two posts back, which was a Wednesday) write a trivial, fluff-piece all about Wednesday, and it being the "Day of Mercury"; the origins of where Wednesday actually comes from and how each day of the week is basically built on a system of pagan worship, which is an interesting topic to go into, and it is rather new age. But, I feel I'm not being honest in this particular analysis, if I do not report on what is much more difficult for me to write about; the personal, introspective changes that have started occurring, so far, in this 30-day ritual. And that's how I'm beginning to view this project: as a magic ritual---a 30-day-alchemical-transformation ritual.

So here goes: Going back a few days, there are some real, measurable, positive changes to report.

The Beginning

The beginning starts on Dec. 6th. Looking at my Blogger Overview stats, at 2 p.m. Dec. 5, 2019, I had one pageview on my other blog, The Rant with Charles Lamson, which generally gets many more pageviews than this blog. But I've been building that blog (keeping it active) consistently since 2014. The numbers are generally fairly low, because my target audience is people people in leadership positions or people studying to one day assume leadership positions. For, as grandiose as it may sound, I strive to be a leader of leaders, a king of kings, a boss of bosses. So, by its very constitution, The Rant is exclusive, because I'm targeting the influencers of the influencers, and not the general masses.

So, the pageviews (as mentioned earlier, were at 1 on 2 p.m. Dec. 5,) went through the roof (starting on Dec. 6, and hovered steadily in the 350 to 450 range the last few days, however, culminating with a sharp drop today in pageviews to where its is now (4 p.m. Central U.S.) at 10 pageviews), seemingly, for no reason.

My hypothesis is that it's because of the magical effect of this ritual that I've been performing. But, while I wouldn't say the blog went viral, on the 6th and 7th pageviews did experience an incline that stayed consistently above 350 and peaked just above 450. Which would have been Days 10 and 11 in this 30-Day bring Positive Changes and Boost Confidence and Self-Esteem Ritual I've been performing.

And furthermore, as far as positive changes goes, two Fridays ago, on November the 29th, which would have been Day 3 of The Ritual, I started doing a new talk show on the "largest talk radio station on the Internet" (that's how they bill themselves, anyway), Revolution Radio. My show is called The Rant with Charles Lamson (see below), which I'll be doing live every Friday from 11 a.m. to 1 p.m. U.S. Central Time, and they have a much larger audience (on average) than the one I have on my blogs, or my podcast, or my YouTube channel.



However, if the sharp incline in pageviews stays consistent, The Rant (the blog) may actually surpass this Revolution Radio's audience. Only time will tell. So, in sum, since I started this ritual, my reach, or my audience, whatever you want to call it, has made a rather dramatic leap.

The Middle (Physical Health)

Throughout my whole adult life, I've always been fairly religious about exercise and taking supplements---even while I was exhibiting self-destructive behaviors like overindulging in alcohol, drugs, and pleasures of the flesh---but since I started this ritual, I'm experiencing a rather dramatic (to me, anyway), increase in strength and stamina in my weight-training regimen.

I won't bore you with the details, but yesterday, which was Day 11 of The Ritual, I had the best workout, with the most strength and endurance I've had in 11 years, since I was 40 years old. I turn 51 on Dec. 29th (Day 32 of The Ritual, which, just to make things nice, neat, orderly, and numerologically auspicious, I'm going to extend to 35 days, closing the rite on January 1st, in the Year of Our Lord, Two-Thousand and Twenty). And, instead of getting weaker, as most people do they reach my age, I am increasing in physical strength and stamina. I was amazed with the transcendence I experienced during that workout.

Also, my mental clarity, focus, and sharpness are at an all-time apex high, as evidenced by this post.

Conclusion

I have continued to listen to the below YouTube video 432 Hz Bring Positive Changes - Boost Confidence and Self-Esteem - 432 Hz Miracle Tone Recording at least once a day.

And so, those are the positive changes I have to report, and these positive changes, I must say, are helping to boost my confidence and self esteem, in knowing that I actually have an impact on others, and they appreciate and value what I'm doing with these blogs.

Also, I have been listening to the below video, Root Chakra Healing Chants - LET GO OF FEARS AND UNCERTAINTIES - Seed Mantra "LAM" Chanting Meditation every day throughout the day, and when I sleep at night. 

So, as far as letting go of fears and insecurities goes, I'm making progress in that area, if not only, because, I've simply been so focused on staying busy and keeping my mind occupied on productive and creative activities, that I don't give my mind the chance to start focusing on old, self-destructive, negative-thinking patterns. At the same time, I'm not feeling especially powerful in an unhealthy grandiose sense; but rather, because of my intense focusing and meditating on root chakra activation, I have never felt more firmly rooted and grounded in my life. I will discuss more about root chakra meditation in a later post.

Stay tuned . . .

end

Day 10

Day 10

by

Charles Lamson

Welcome to Day 10 of The 30-Day bring Positive
Changes and Boost Confidence and Self-Esteem Test. 

I just finished listening to the below YouTube video, 432 Hz Bring Positive Changes - Boost Confidence and Self-Esteem - 432 Hertz Miracle Tone Recording, which I'm trying to do at least once a day during this 30-day project.

432 Hz Bring Positive Changes - Boost Confidence
and Self-Esteem - 432 Hertz Miracle Tone Recording

Today, we will discuss the significance of the 432 Hertz sound frequency in this 30-day project; more specifically, the significance of the 432 Hertz sound frequency in regard to bringing positive changes and boosting confidence and self esteem.

What is 432 Hz tuning?

A=432 Hz, known as Verdi’s ‘A’ is an alternative tuning that is mathematically consistent with the universe. Music based on 432Hz transmits beneficial healing energy, because it is a pure tone of math fundamental to nature.

The universal music of sacred geometry

According to Brian T. Collins, a musician and researcher, the standard pitch (A=440 Hz) does not harmonize on any level that corresponds to cosmic movement, rhythm, or natural vibration. The greatest musicians, such as Mozart and Verdi, based their music on the natural vibration of A=432. It’s true that it is only 8 vibrations per second different from the standard tuning, but this small difference seems to be remarkable to our human consciousness.

There’s a growing musical and metaphysical movement for recovering optimal integrity in the music industry and spirituality through the 432Hz tuning. In April 2008 Dutch journalist Richard Huisken founded the ‘back to 432 Hz’ committee, claiming that this original tuning was used in ancient cultures and is found on antique instruments like the Stradivarius violin.

The healing benefits

According to Richard Huisken, music tuned to 432 Hz is softer and brighter, giving greater clarity and is easier on the ears. Many people experience more meditative and relaxing states of body and mind when listening to such music. The natural musical pitch of the universe gives a more harmonic and pleasant sound than 440 Hz.

432 Hz seems to work at the heart chakra, “the feeling”, and therefore could have a good influence on the spiritual development of the listener. Some people who are not able to distinguish the 8hz difference claim they can feel the music warmer due to the longer wavelength.

Listen to 432Hz and enjoy living in balance

Because 432 Hz gives a greater clarity than 440 Hz, there’s less need to play it as loud as 440 Hz. This means less hearing damage, as long as you put the volume not too high. Furthermore there’s also less noise pressure. Researchers and musicians, such as Coreen Morsink (pianist and music teacher), report that they feel calmer, happier and more relaxed when playing music at 432Hz.

Music based on this natural tone is more transparent, more marked, gives an obvious musical picture and the overtones and undertones moves more freely. Music based on 440 Hz represents stuffed emotions and blocked energy. By lowering the pitch by just 8 Hz, you become more flexible and spontaneous. The 432 Hz tuning releases your energy and takes you into a beautiful state, where relaxation is natural.

Where does it come from?

According to Ananda Bosman, international researcher and musician, archaic Egyptian instruments that have been unearthed are largely tuned to A=432Hz. Ancient Greeks tuned their instruments predominantly to 432Hz. Within the archaic Greek Eleusenian Mysteries, Orpheus is the god of music, death and rebirth, and was the keeper of the Ambrosia and the music of transformation. His instruments were tuned at 432Hz.

Orpheus playing at in harmony with nature

Guiseppe Verdi, an Italian composer, placed A exactly at 432 Hz. He did this because this tuning is ideal for opera voices. Jamie Buturff, sound researcher, found out that some Tibetan monks used this tuning in their hand-made instruments. He put a CD with Tibetan singing bowls into his player and used a Korg tuner to discover that the bowls were all harmonic to the 432 music scale.

This musical tuning can be found throughout various religions and cultures of the ancient world. It seems that implementing it into the musical instruments was a good choice. Even today, many musicians report positive effects from retuning to 432 Hz, such as better audience response and a more laid-back feel to their performances.

Why the modern world forgot about this tuning

This is because in 1885 it already had been decided that A at 440 Hz had to be the standard tuning. A year earlier, Guiseppe Verdi wrote a letter addressed to the Music Commission of the Italian Government. In the letter he writes:

“Since France has adopted a standard pitch, I advised that the example should also be followed by us; and I formally requested that the orchestras of various cities of Italy, among them that of the Scala [Milan], to lower the tuning fork to conform to the standard French one. If the musical commis­sion instituted by our government believes, for mathematical exigencies, that we should reduce the 435 vibrations of French tuning fork to 432, the difference is so small, almost imper­ceptible to the ear, that I associate myself most willingly with this.”
---Guiseppe Verdi

Unfortunately, the great composer was unsuccessful in his attempt. The American Federation of Musicians accepted the A440 as the standard pitch in 1917. Around 1940 the United States introduced 440 Hz worldwide, and finally in 1953 it became the ISO 16-standard.

There is a theory that the change from 432Hz to 440Hz was dictated by Nazi propaganda minister, Joseph Goebbels. He used it to make people think and feel a certain manner, and to make them a prisoner of a certain consciousness. The Joseph Goebbels theory is certainly interesting, but the true reason of the shift to 440Hz is still not clearly explained.

Before 440Hz became the standard, a variety of tunings were used. The controversy over tuning still rages, with proponents of 432Hz claiming it as being more natural than the current standard. Because of that, the “back to 432Hz” committee wants to get people acquainted with its qualities, and therefore hopes that the industry will change the musician standard.

However, changing the current standard won’t be a simple task, and it’s not because of the influence of any nefarious organization. The reason is that most musical instruments can be adjusted in principle, but it’s not so easy for every instrument. For example, most woodwind instruments cannot play in 432Hz because changing the pitch will also change the internal harmonic structure of the whole instrument. The change would require building new instruments.

Let the music of the spheres play inside you

432Hz unites you with the universal harmony

This musical pitch is connected to the numbers used in the construction of a variety of ancient works and sacred places, such as the Great Pyramid of Egypt. It is also more friendly for your ears. For many people, it is nicer for hearing – softer, brighter and more beautiful than music in 440 Hz.

432 Hz is based in nature and therefore it generates healthy effects among the listeners. It brings natural harmony and balance of the 3rd dimension and connects you with a higher consciousness. The pure and clean energy of 432 Hz removes mental blocks and opens a way to a more fulfilling life.

Many ancient instruments are adjusted at 432Hz. It is because the ancients knew that this tone is closely related to the universe around us. Don’t throw away their knowledge. The universal and natural tuning of 432Hz is waiting to be discovered by you.

Stay tuned . . .

*SOURCE: WHAT IS 432 HZ TUNING?*

end

DAY 8: WEDNESDAY - HAPPY DAY OF MERCURY EVERYBODY!

Day 8 of the 30-Day Bring Positive Changes and Boost Confidence and Self-Esteem Test

By

Charles Lamson

Wednesday

Wednesday is the day of the week between Tuesday and Thursday. According to international standard ISO 8601 it is the third day of the week. In countries that have Friday as their holiday and in the Islamic calendar, Wednesday would be the fifth day of the week. In countries that use the Sunday-first convention and in the Jewish Hebrew calendar Wednesday is defined as the fourth day of the week. The name is derived from Old English Wōdnesdæg and Middle English Wednesdei, "day of Woden", reflecting the pre-Christian religion practiced by the Anglo-Saxons, a variation of the Norse god Odin. In some other languages, such as the French mercredi or Italian mercoledì, the day's name is a calque of dies Mercurii "day of Mercury".

Religious Observances

The Creation narrative in the Hebrew Bible places the creation of the Sun and Moon on "the fourth day" of the divine workweek.

Quakers traditionally referred to Wednesday as "Fourth Day" to avoid the pagan associations with the name "Wednesday", or in keeping with the practice of treating each day as equally divine.

The Eastern Orthodox Church observes Wednesday (as well as Friday) as a fast day throughout the year (with the exception of several fast-free periods during the year). Fasting on Wednesday and Fridays entails abstinence from meat or meat products (i.e., four-footed animals), poultry and dairy products. Unless a feast day occurs on a Wednesday, the Orthodox also abstain from fish, from using oil in their cooking and from alcoholic beverages (there is some debate over whether abstention from oil involves all cooking oil or only olive oil). For the Orthodox, Wednesdays and Fridays throughout the year commemorate the betrayal of Jesus (Wednesday) and the Crucifixion of Christ (Friday). There are hymns in the Octoekhos which reflect this liturgically. These include special Theotokia (hymns to the Mother of God) called Stavrotheotokia ("Cross-Theotokia"). The dismissal at the end of services on Wednesday begins with these words: "May Christ our true God, through the power of the precious and life-giving cross...."

In Irish and Scottish Gaelic, the name for Wednesday also refers to fasting, as it is Dé Céadaoin in Irish Gaelic and Di-Ciadain in Scottish Gaelic, which comes from chéad, "first" and aoine, "fasting" which means "first day of fasting".

In American culture many Catholic and Protestant churches schedule study or prayer meetings on Wednesday nights. The sports calendar in many American public schools reflects this, reserving Mondays and Thursdays for girls' games and Tuesdays and Fridays for boys' games while generally avoiding events on Wednesday evening.

Cultural Usage

In Hindu mythology, Budha is the god of Mercury (planet), mid-week Wednesday, and of Merchants and merchandise. According to the Thai solar calendar, the color associated with Wednesday is green.

In the folk rhyme "Wednesday's child is full of woe", reciting the days of the week, Solomon Grundy was 'Married on Wednesday.' In Winnie the Pooh and the Blustery Day, the disagreeable nature of the weather is attributed to it being "Winds-Day" (a play on "Wednesday"). In Richard Brautigan's In Watermelon Sugar Wednesday is the day when the sun shines grey. Wednesday Friday Addams is a member of the fictional family The Addams Family. Her name is derived from the idea that Wednesday's child is full of woe. Additionally, Wednesday sometimes appears as a character's name in literary works. These include Thursday's fictions by Richard James Allen and Neil Gaiman's novel American Gods. In the 1945 John Steinbeck novel Sweet Thursday, the titular day is preceded by "Lousy Wednesday".

Wednesday is sometimes informally referred to as "hump day" in North America, a reference to the fact that Wednesday is the middle day—or "hump"—of a typical work week.[4]

Astrology

The astrological sign of the planet Mercury, ☿, represents Wednesday—Dies Mercurii to the Romans, it had similar names in Latin-derived languages, such as the Italian mercoledì (dì means "day"), the French mercredi, and the Spanish miércoles. In English, this became "Woden's Day", since the Roman god Mercury was identified by Woden in Northern Europe and it is especially aligned by the astrological signs of Gemini and Virgo. Wednesday is one of the only three days aside from Neptune and Pluto to be associated by another planet, which is Uranus.

Named days

• Ash Wednesday, the first day of Lent in the Western Christian tradition, occurs forty-six days before Easter (forty, not counting Sundays).
• Holy Wednesday, sometimes called Spy Wednesday in allusion to the betrayal of Jesus by Judas Iscariot, is the Wednesday immediately preceding Easter.
• Red Wednesday, the Yezidi festival celebrated in Iraq.

*SOURCE: WIKIPEDIA*

end