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" ... An important lesson that Dr. Pastor and Ms. Ransom noted was that as companies have these tough conversations it’s important to ground them in data and not to demonize or objectify the people who are represented in that data. By not doing so, you jeopardize turning people away from recognizing that they are part of the historical problem but also that they can be part of the solution. People need to feel welcomed in these conversations so that your company can make meaningful and lasting progress. ... "
" ... He went on to say in our lounge that men must be part of the change. “The enemy is inaction. It’s not enough to be a man who doesn’t harass or bully or objectify. We have to step up and take action.” ... "
" ... I warned you I was going to objectify and dehumanize programmers. ... "
" ... So, on Thursday at the hearing, some Senator needs to ask Judge Kavanaugh the following: Given the documented taken-for-granted prevalence of these kinds of events in your demographic, given the documented history of you and your friend drinking and carrying on (all those things that must be left at Georgetown Prep), given your participation in groups known to objectify women by doing things like making flags out of women’s lingerie or bragging about sexual conquests in yearbook bios, and given that boys of your time tended to experience sexual assaults as horseplay not worth marking as any thing unusual, isn’t it at least possible that you just have no memory of something that very well may have happened just as Dr. Blasey Ford says it did? ... "
" ... Spend time with your “they”. When we disagree with people, we objectify them. We concoct “versions” of them that conform with, and justify, our disdain for them. We “other” them. In one client organization, the heads of Supply Chain and Sales were known enemies. When you asked them about each other, they would talk of respecting the other, having a good “working professional relationship.” A look deeper revealed that the Supply Chain head believed that the Sales head was driven by greed, driving “bad” sales that made forecasting nearly impossible. The Sales head believed the Supply Chain head to be lazy and risk-averse, working hard to avoid progressive change. As they discovered how wrong their mutual assumptions were, they were able to work more collaboratively and productively. But it took a lot of work to get them there. ... "