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According to workers and workers' rights organizations, the answer is usually no.
Everywhere I turned — physicians, officials and even American-based nongovernmental organizations — the answer was the same, "You can't do it".
For executives at most large organizations, the answer to the first question is probably "too many," and the answer to the second is "no". Call it cost management fatigue.
But my experience after reading numerous strategic plans and mission and vision statements is that, for most organizations, the answer is no.
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For Christian Picciolini and his Life After Hate organization, the answer is no.
Amy Gudgeon, a senior consultant at Fiscal Management Associates, a firm that provides financial advice to nonprofit organizations, said the answer depends largely on an agency's willingness to engage in candid conversations with its donors and constituents.
Questions rose from the bottom of the organization, the answers flowed down from the top and the original hierarchy was preserved, even reinforced.
And in an organization the answers which are provided reflect the will and wisdom of its leaders, just as an individual's responses to his crises are a measure of his aims and perspicacity.
When it comes to everyone else in the organization, however, the answer is not more training; it is to not trust humans in the first place.
As I delved into the stories of the success and failure of a host of organizations, I discovered the answer is yes and no.
Many national organizations believe that the answer to increasing diversity in the sciences is to capture students' interest at a young age.
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Justyna Jupowicz-Kozak
CEO of Professional Science Editing for Scientists @ prosciediting.com