The Stress Doc Letter
Cybernotes from the Online Psychohumorist
February 2000, No. 2, Sect. 1
Fight when you can
Take flight when you must
Flow like a dream
In the Phoenix we trust!
Table of Contents
Heads Up: AOL Chat Group News Flash: WebMD.com Q & A: Dealing with a
"Control Freak" Boss in Times of Rapid Change Shrink Rap: Transcending
Habitats, Hemispheres and Hormones Readers' Submissions: Slogans for Women's
T-Shirts Sect 2: Main Essay: Planning and Implementing a "Safe"
Company Retreat Announcements: Q & A Links/Archives
Heads Up: Change is in the air. Soon non-AOLers will be able to participate
in my AOL/Digital City Chat Group. For now, only for AOL members. Stop by my
online "Shrink Rap (TM) and Group Chat," Tuesdays, 9-10:45pm EST <A
HREF="aol://4344:363.gorkin.5732839.568857121"> Chat with the
Stress Doc</A>: It's a dynamic, lively, at times witty and always warm,
thoughtful and supportive problem-solving group. We raise questions and share
our ideas, hopes and experiences with each other.
1. The Stress Doc Teams with WebMD.com
The Stress Doc leads his lively, mutually supportive one hour "Practice
Safe Stress" Internet Support Group for WebMD.
Up Next: March 29th, 5pm EST/2pm PST. Questions? Email Jon Roig at firstname.lastname@example.org
or call 503.943.3279
For A QUICK GUIDE TO ENTERING WEBMD LIVE EVENTS: by Jon Roig, Producer for
(See end of Stress Doc Newsletter, FEB 2000, No. 2, Sect. 2 for Jon's Access
Ask the Stress Doc Q & A Work Stress
1) Understanding and Dealing with a "Control Freak" Boss/Owner
in Times of Rapid Change
Q. I found your web site when I was searching google.com for help in
"dealing with a control freak" at work. However, I STILL need help
with this. I am wondering if you can direct me to further information that might
help my situation.
The control freak in my life is "my boss." I am training
coordinator for a new computer training division of a small company and we are
growing rapidly. My "boss" happens to be the sole owner of the company
and I believe he may be having trouble relinquishing control in light of the
company's rapid growth.
So far, I have NEVER seen such a disorganized workplace. There are no
policies and procedures and he has his hand in every single aspect of the
company. Now he wants to control all the computers in the training section (my
He has hidden agendas all over the place and I have reached a point where I
go to work in the morning knowing full well that yesterday's decisions (if any)
may very well have changed today. I am at a point where I just accept whatever
he says at the time, knowing full well it is very likely to change shortly.
He recently hired an operations manager -- a man he used to work for 17 years
ago -- and they have remained in contact over the years. Even the operations
manager has had his eyes opened in the six weeks he has been there.
The control freak absolutely HATES spending money, so I see many hidden
agendas built around that issue so he does not have to spend money. He even
misrepresented my job to me but I was not aware of it until I was already on the
job. I gather this may also have been an attempt to not spend money -- unless he
absolutely has to do so.
Can you please offer some advice?
A. Now your question has me a bit queasy, wondering if there's some
"control freak" boss in me. Perhaps by comparing and contrasting, some
light can be shed on your hazardous work environment, including some counter
Rapid expansion can be as disruptive as a sudden downsizing or merger. The
signs are increasingly evident at Stress Doc Enterprises. Six months ago, I
retained a small marketing firm. The four month startup brought little new
business. In addition to generating workshops, the marketing group was
attempting to expand my web presence and, in turn, hoping to get a commission
from any web-generated speaking or workshop business. While their recommendation
to join an online media/expert data bank ProfNet was increasing Stress
Doc exposure, still no significant revenues were coming in. Yet the head of the
marketing company needed more funds to justify her time and efforts: either a
higher retainer or a higher commission was the bottom line. Too much money and
too many hours, expenditures of energy and ego -- those "sunk costs"
-- had been invested to just cut bait. I reluctantly agreed to a fifty per cent
commission. In fact, with the retainer fee and commission split I began
wondering who was working for whom?
It took awhile to realize that, in effect, I had two businesses: a) the first
being a sole proprietor of Stress Doc Enterprises, with the primary marketing
arm being my increasing presence on the Web, on AOL, a syndicated writer for e-zines
and other .com sites, along with word of mouth from former clients, etc. and b)
the second was a partnership with this marketing company, an uneasy alliance at
best. While they were trying to increase Stress Doc Enterprises revenues and
exposure, first and foremost they were looking out for their profitability.
Naturally, they wanted to make money off any and all Stress Doc operations,
including my popular web site and future book sales.
Was I getting angry and suspicious? You bet I was! Not being a great
business mind, this negotiation and boundary setting process was uneasy
territory for a lone wolf writer and performing artist. (I also had my father's
growling voice in my head: beware the "gonifs," those greedy, thieving
Then came the recent battle of the brochure. The head of the marketing
company wanted me to use the picture from the old brochure, the one with a
playful expression performing behind a mic. I was ready for a more recent pic, a
contemplative, slightly bemused pose surveying the (cyber) future; my
"visionary image." The commercial vs. artistic pressure was on. Ms.
Marketer rationally opined since I was a "psychohumorist" the brochure
picture should reflect that role. She even tried enlisting the printer and her
own staff to dissuade me from the "too serious" choice. Of course, I
was drawn to the the more expansive persona -- farsighted cyberpioneer. (What,
you haven't heard that oft cried saying, "Vanity thy name is Gorkin!) I
stood fast on the image, and have received kudos from my backers. Alas, the same
image on the web site does look a tad earnest. One volunteer editor tactfully
observed a similarity to Dr. Kevorkian. With friends like these...;-)
We've not signed a written contract since the original four month agreement
expired in December. And I'm in no rush to do so. The Stress Doc enterprise
business climate is becoming increasingly fast-paced and unpredictable. Both the
marketing company (especially in the Washington, DC legal field) and my
award-winning Web Site and general web presence are starting to hit their
strides as business generating operations. And I want a fluid future. (Ah, once
a commitment phobe, always a commitment phobe?)
Will I need to hire training associates? A public relations agent? How much
down the road marketing support will I get from my publisher, a startup Internet
publishing house? I'm feeling frustrated by the amount of "hurry up and
wait" time in this book process. There's already been a changing of the
editorial guard; three months have gone by with almost no tangible manuscript
edits to review. Once again, it's a new partnership in the hopes of expanding
the visibility and profitability of two businesses. In the long run, getting
Practice Safe Stress with the Stress Doc published will enhance my cache. In the
short run, it's mostly creating an out of control, out of the loop,
Which brings me to your turbulent transitional work climate. For diagnostic
and intervention purposes, let's see if there are analogous dynamics as well as
distinctions between your situation and mine. Consider these four broad areas:
1. Rapidly Growing Small Company. Undoubtedly, expanding a one person shop or
undergoing sudden and explosive small company growth is unnerving. While it
usually signals an increasing demand for products or services, it also augurs
profound change in the nature of in-house and customer/client relationships.
Invariably, there needs to be more operational structure to minimize disarray
and duplication, to share information and generate decisions effectively
("do the right thing") and efficiently ("do the thing
right"). Alas, some of the former free-flowing ways get barricaded or boxed
up by bureaucracy.
In this volatile climate, it's as if the small business owner's baby has
morphed overnight into an obstreperous adolescent. The business is taking on a
life of its own or, at the least, the peer group has as much influence as the
progenitor. While growth reflects positive change, it can surely induce higher
workload, visibility, accountability, time sensitivity and performance stress
levels. Consider this critical point: for the organization as a whole and,
especially, for founding employees, there's an open or, more likely, an
underlying yet ongoing grieving process. A rapid transition challenges
participants (including yours truly) to confront "The Stress Doc's Six 'F's
of Loss and Change." One must tackle: a) the end of the familiar past, b)
facing an unpredictable future, c) the challenges to confidence and competence
or loss of face, d) the compelling need to regenerate a fresh focus, e) being
open to feedback that questions basic operating assumptions, existing goals and
achievements, and f) the ability to draw upon both one's inner conviction and
new external supports to weather this transitional tempest, that is, to have
faith in one's past learning curves and in a capacity to bring purpose, passion
and power to this new journey.
And, not surprisingly, the issue of control and how it is handled
significantly impacts the general state of organization or disorganization.
2. Out of Control. Now I don't want to dismiss the assessment of your boss as
inordinately controlling. Still, as I've chosen to collaborate with and depend
upon others and as the interpersonal dynamics and leadership-power struggles
have broadened, my need to exert control has also increased. Of course, there's
a difference between being rigidly controlling and setting vital boundaries: the
latter process, unlike the former, fosters two-way information flow; not "I
give and you take." And naturally, I wouldn't want my need for control to
be simply explained as "freakishness." (Grappling on the edge,
"Control Freak" as the only factor in your psychological-behavioral
analysis might well be a form of attributional error or "dispositional
bias": the tendency to perceive other's motives or actions as indicating
some inner motivational or personality trait that explains the (especially
questionable) behavior, that is, sleazy, cheap a "control freak." And
of course, the face-saving inverse: we tend to personally attribute or
rationalize our actions and outcomes (especially unfavorable ones) to external,
mitigating and "out of our control" forces.
Based on my recent awakening regarding common and competing self-interests
and the art of negotiation and self-protection with consultants/business
partners, there may be some method to your boss' madness and badness. He may be,
intentionally or by default, exercising the paradoxical method of
"disorderly control." Allow me some counterintuitive reframing of
motives and objectives:
a) Seriously Disorganized Workplace. As personally alluded to earlier, the
lack of policies or procedures or the absence of a signed contract was more than
just a sign of chaos. Ironically, a certain degree of disorder may actually
increase both perceived freedom and control. There are no rules or procedures
set in stone; commitments and choices are fairly reversible. Small trial and
error pilot projects can be quickly started or stopped. Tasks don't
automatically solidify into predictable or habitual roles and routines.
With the right raw materials, optimal ambiguity may be a catalyst for
uncommon exploration and unexpected outcomes or problem-solving "Ahas!"
Of course, you are entertaining the position of the author of, "Creative
Risk-Taking: The Art of Designing Disorder." (Email email@example.com for
Obviously, excessive and prolonged disorder along with the absence of an
effective leader means no "flexible persistence" game plan to harness
the transitional energy, maximize opportunities and minimize organizational
b) Hand in Everything. Reading your missive, the obnoxious "M"-word
comes to mind: "Micromanager." Delegating effectively and balancing
"The Triple 'A' of Individual and Organizational Responsibility -
Authority, Autonomy and Accountability - is the hallmark of mature management.
Management must recognize genuine employee authority by allowing for some
professional independence or autonomy. Employees and management, both, must
build in mutual performance feedback and accountability to assure quality
service. And, obviously, up to date training impacts all the "A"s.
Still, the boss or top management needs to get out of the tower and be
accessible and "hands on."
Clearly, though, "hands on" and "hands in" (everything)
are different creatures. Yet, in addition to megalomania, meddling and mistrust
what might motivate everywhere present (okay, intrusive) behavior? For the
individual who has given birth to a business, whose Herculean efforts have
sustained its life through the critical and tumultuous early yearsYou better
believe it's often hard to let go of your baby or to even share caretaking and
Of course, if the business owner's credo is, "Fireproof Your Life with
Variety," there may be inevitable conflict. For example, he or she revels
in both conceiving the big picture and in designing and interrelating component
parts, and entagling himself in everyone else's projects. Voila...The
transformation from precocious seer to obnoxious overseer. Allowing others to
run with a project, adjusting to boundaries and "hands off" limits are
a definite source of "letting go" stress. And when the owner is a Type
A perfectionist (not such an unlikely scenario) this can produce or drive a
"control freak" over the top.
c) Hidden Agendas and Decisional Flip-flops. Clearly, a hidden agenda may be
a manipulative extension of the "no policies and procedures" modus
operandi. If the purpose of the subterfuge is to sabotage other's successful
performance then the motive is Machiavellian.
I'll bypass the more benign interpretation of hidden agendas and flip flops
as conscious or unconscious strategies preserving or restoring degrees of
freedom and control in a volatile and vulnerable business climate. Maybe the
boss feels he's on a ground that's shaking and quaking and he's fairly clueless
(or scared sless) as to where his business explosion will settle out, including
where he might land in the upheaval. If Bill Gates can be pushed out, is anyone
Unfortunately, in this state, one too easily develops paranoid leanings, even
keeping distance from longtime friends and associates. A person becomes highly
sensitive to criticism; no one can truly understand what you are enduring in
this time of crisis. (The Chinese characters for double-edged crisis:
"opportunity" and "danger.") Or, as previously illustrated,
the sycophantic vultures are circling trying to feed off your kill or
anticipated killings. The once mostly rational planner is resurrected as an
increasingly irrational schemer. Obsession for control, the paradoxical need for
isolation and intrusion ebb and flow, flip and flop.
And in this "on the edge" and defensive state, one can
self-protectively and self-defeatingly fall back on the timeless symbol of
control, security and power -- money!
3. Hates Spending Money. Again, let me start by giving CF Scrooge the benefit
of the doubt. I can imagine the following scenario: for years your boss
struggled to make payroll in his startup venture. These painful memories don't
necessarily vanish with overnight success. (A Stress Doc aphorism seems apt:
"I no longer count on nor discount any possibility.") In fact, rapid
growth might only increase the hoarding mentality, especially when new people on
the scene seem eager to "invest" (their word) not "spend"
(his word) the boss' money. Of course, it's all rationalized as growing the
I recoiled initially at the amount of money my agents were asking me to
invest in marketing projects. I slashed in half a projected "cold
call" budget. I gulped at the price tag for shooting a new performance
video. They had to have it for marketing certain "big ticket" clients.
New brochures, more premium Stress Doc portfolios help. But wait
Their "cold call" campaign is beginning to generate substantial
business. And the video should be a great selling piece. Hmmm can I increase my
trust in their judgment and business instincts? As the pioneering scientist,
Jonas Salk, noted: "Evolution is about getting up one more time than you
fall down, being courageous one more time than being fearful, trusting just one
more time than being anxious."
So perhaps the key discriminating factor: can your boss get out of rapid
change shellshock enough to evaluate objectively incoming data and feedback? Can
he take calculated risks -- financial, operational, etc.? And if he's having
difficulty doing so, can he be be persuaded to seek some counsel?
4. "Have Stress? Will Travel!" So why have I bent over backwards
trying to view Mr. Control Freak's motives and behavior as possibly half empty
and half full? Basically for three reasons: a) to help you understand better his
shaky ground and perhaps empathize some with his behavior and choices --
dysfunctional and otherwise, b) to share your understanding with the new
operations manager; hopefully, the two of you can tag team your boss; play good
cop/bad cop. Perhaps this will break through the denial regarding his
chaotically controlling leadership. (And to make it easier to reframe his
freakish behavior, like perceiving flip-flopping as, at times, making quick
midcourse corrections.) And now for that final, self-serving drum roll- c)
hopefully, you've softened him up enough so that he can embrace the wisdom of
having an individual coaching session with the Stress Doc and of offering a
"Practicing Safe Stress: Managing Productive Change and Building Team
Morale through Interactive Humor" program for all the troops.
Of course, if he continues to resist all our attempts at intervention, alas,
you may need to reconsider your options. Remember, burnout is less a sign of
failure and more that you gave yourself away. So update the resume, just in
case. And consider a final Stress Doc strategic slogan for surviving the
turbulent present and thriving in an uncertain future: "I don't know where
I'm going- I just think I know how to get there." So forge ahead and, of
course- Practice Safe Stress!
Shrink Rap: Two days in the primal serenity of Yellowstone National Park and
in the snowmobileing intensity of Cooke City provide jarring contrasts. For the
Stress Doc, it's a tension that compels an attempt at a mind-body-spirit
Transcending Habitats, Hemispheres and Hormones Paradigm Lost, Paradise
Today, what's the driving force and status symbol for the cerebrally cool and
the semantically savvy, for folks who are also mystical skeptical or
cosmically-impaired? Why having your very own paradigm shift, of course. This is
the rational creatures, "I think therefore I am," sublime moment. In
ancient times, BC (Before Cyber), paradigm shifts would require a fair amount of
study ‚ exploration, grappling with gaps between the real and ideal or
inconsistencies in accepted knowledge. Now with one click you can downshift from
the real to the virtual. With our lives and minds moving (or being pulled) at
the speed of DSL lines and fiber optics, it may be time for a
counterrevolutionary shift. And I seemed to have found the perfect mindscape -
Old West mountainous back country. (And no, I was not hanging with Unabomber
Once again I recently withdrew from Washington, DC (The District of
Complexity) into my retreat haven in Livingston, MT. Which, if not a full blown
shift, definitely begins shaking the mind-body-spirit ground. And this time, a
day each in Yellowstone Park and Cooke City, MT completed the psychic/cosmic
Yellowstone Park is my Yin, the overwhelming yet serene expanse, the
everflowing background of rounded slopes and valleys, a sense of natural and
primal wholeness. Conversely, Cooke City is the jagged mountain mecca for
snowmobileing. It's the Yang world of speed, noise, man-made power- being
focused and on the edge. Six miles outside the park, yet dramatic world views
apart. Let's see if the written word can help me delineate, if not synthesize,
these compelling yet contradictory encounters. Here's to the quest for both
paradigm shift and bihemispheric peace of minds.
Yellow and White
Let's begin with Yin - Yellowstone Park in the depths of Winter. The two most
compelling sensations: the endless horizon of quiet and white with that
celestial blue "Big Sky," surprisingly, providing some edge to the
infinite, silent space-time. While the snow is nowhere near legendary heights,
the open expanse of snowfield valleys gently butting up to the dapple-colored
mountains has me holding my breath.
It's not just the quiet, but the stillness. Apart from a coyote loping across
a road, the animals are statue-like. Look- a herd of fifty elk and pronghorn
sheep just off the road. There, a lone, six point bull elk, majestically holding
aloft his crown of horns. A whitish gray big horn sheep almost blended into the
mountain side, adroitly positioned at an angle that seems to defy gravity. And,
of course, the bison. A small herd nestled together as if they are sharing
communal body heat. Yet, invariably there's one large sized animal aloof from
the herd sunk in the snow. Has this bison been shunned by the group? Or is it
just a bison who listens to its own inner drum, preferring solitude to security?
Perhaps it is ill? Could it have bad bison breath (the warm air being the only
perceptible movement)? Clearly we should be studying the bison in this
ecological niche for some clues on overcoming ADHD (Attention
Deficit-Hyperactivity Disorder) in our kids. Maybe some children need more time
hiking mountain trails before doing medication trials.
Snowmobile vs. Immobile
And speaking of hyperactivity then there's Cooke City, less than ten miles
outside Yellowstone, our snowmobileing destination. At a higher elevation than
Yellowstone, it's packed with snow. I'm traveling with a best buddy from those
off the Type A track New Orleans days. Paul, an MD and research manager for the
Center of Disease Control in Atlanta, has given himself a five-day respite from
work and family. He's joined me in Livingston to retreat and to work on a book
chapter. But first our Yellowstone-Cooke City escapade.
A quick bite to eat before hitting the trails. A guy at the next table
regales us with the joys of snowmobileing but also manages to elaborate one
close call. While in Yellowstone, his machine got stuck in gear. He's revving
the motor to engage. Suddenly, he realizes that a bison is first trotting
toward, then fairly charging at, him. His life is flashing before his eyes.
Finally, it desperate dawns upon him that perhaps the noise of the machine is
like a red flag for the bison. He immediately shuts down the engine and the
shaggy, galloping tank swerves away at the last possible moment. It was a close
enough call for him to vividly remember feeling the heat of the bison's breath.
(Damn, I forgot to ask about the breath quality.)
Thanks fellah. Good story but did I really need to hear this just before my
maiden mobile voyage?
Paul and I are cautious and initially share a machine. I have flashbacks of
frustrating early bike lessons with my father. I suspect he had bought a bike
that was too big; I couldn't master the balance. (Just wait history once again
will repeat itself.) He got impatient, I felt humiliated and we both gave up.
And several years had to go by before I, if only to quiet a sense of
incompetence, borrowed a neighbor's 20" bike one afternoon and tenaciously
taught myself to ride. But balance activities like biking or skiing have never
been my forte. So there's definitely some performance anxiety.
We get a brief tutorial. So far it doesn't seem like rocket science; though
the red crash helmets with plastic face shield look like something out of Star
Wars. We approach our machine, saddle up (Paul's riding back seat shot gun) and
we're off. The owner of the Yamaha store had mentioned a trail near the river
where moose congregate. We make it down a short yet steep snowy incline, almost
like a chute, and start bumpily cruising along at 10, 20 - finally 30 miles an
hour. Butterflies are churning; it's scary, exciting and fun, just about in that
Suddenly, whoa - where is the trail? Reluctantly we follow one or two tracks
to the right and soon we are plowing into snowy unmarked drifts. Hit the brake.
Try to get in reverse. Hey, it seemed much easier getting into reverse back at
the shop. Oh, oh! Our instruction wasn't given on this machine.
Despite almost no turning radius we manage a very inefficient 180. We're back
on the main "intersection," that is, there are some old tracks. Okay,
this time follow the trail farthest from the river. Engines roar, we/re off and
- where's the trail? WHRRRRRRR‚¶(that's either me growling or the sound of
a stalled machine.) We are spinning our wheels. Definitely stuck in a snowbank;
can't move forward, can't reverse. Digging out by hand, kicking the snow isn't
working. The machine is too big for us to move any appreciable distance.
There's only one option left. As Paul notes, we are doing our best Dr.
Zhivago and Lara imitation trekking through snow that, initially in soft spots,
is thigh high. (With nothing else to do but trudge, one halting step after
another, I can't help but surmise that this fiasco was both destined from the
past and had been hexed in the present. The evening before, a sociology
professor at Montana State University upon hearing of my snowmobileling
intentions crossed her fingers in Voodoo-like fashion and gave me the evil eye.
Snowmobileing was definitely ecologically incorrect! (At least we didn't do it
in the Park.)
About an hour later (good thing our novice status came out fairly quickly),
back in the Yamaha shop, totally humbled, we cry out, "Help, we got
stuck." I was feeling pretty pathetic until learning about a contributing
factor to our aborted mission: I had mistakenly chosen big "Bertha."
Bertha's an old war-horse machine that usually isn't rented out. It's near
impossible getting it in reverse and you need to be Arnold Schwarzenagger to
make any kind of sharply angled turn.
One of the guys in the shop hitched a shovel to a new machine, I jumped on
the back seat and we were off. Of course, it only took him a few strategic
strokes by the front wheel to release the machine. (Alas, Paul and I had been
mostly digging out from the back.) Mr. Yamaha drove Bertha, I trailed behind now
realizing how much more control I had with the newer and sleeker craft.
What a Difference a Day Makes
And, like true cowboys, the next morning we dusted off the bruised egos and
were back in the saddles. This time, however, on separate machines cruising the
trail-marked back country. (We both agreed, the shop owner should have cautioned
us to look for orange-diamond trail markers.) The up close encounter with
jagged, snow-covered peaks or a butte-like structure at Daisy Pass, shrouded in
a soft gray haze and falling snow was hauntingly beautiful. The mist, wind and
swirling flakes periodically blind you. The earthen mound takes on an ethereal
quality; a massive looming ghost with somewhat defined outlines whose essential
configuration remains a mystery.
And while the sensations of speed and power are testosterone pumping and the
excitement of blasting through a curve is heart thumping, two hours of noise and
a driven pace contrary to meditative communion is enough. Snowmobileing is the
Yang-doing to my Yellowstone Yin-being. One day, cross country skiing in the
Park will be the multisensorial synthesis.
Perhaps it's not surprising driving home I feel a sense of paradigmatic
fulfillment and psychospiritual wholeness. I have stimulated and nurtured both
my hemispheres, hormones and my active and receptive modes. (Also, there was the
complementary connection with nature and a best buddy.) What good and graceful
fortune to experience these majestic and human-made worlds. It's a brief yet
transcendent encounter that sculpts a lasting memory, that paves the way for
transformational shifts and is both an insightful and ineffable path that
encourages one to‚¶Practice Safe Stress!
Reader's "Higher Power of Humor/Tragedy" Section
Slogans for Women's T-Shirts From: Lilo2
1. So many men, so few who can afford me. 2. God made us sisters; Prozac made
us friends. 3. If they don't have chocolate in heaven, I ain't going. 4. At my
age, I've seen it all, done it all, heard it all...I just can't remember it all.
5. My Mother Is a travel agent for guilt trips. 6. Princess, having had
sufficient experience with princes, seeks frog. 7. Coffee, chocolate, men . . .
Some things are just better rich. 8. Don't treat me any differently than you
would the Queen. 9. If you want breakfast in bed, sleep in the kitchen. 10.
Dinner Is ready when the smoke alarm goes off. 11. It's hard to be nostalgic
when you can't remember anything. 12. I'm out of estrogen-and I have a gun. 13.
Guys have feelings too. But like...who cares? 14. Next mood swing: 6 minutes.
15. I hate everybody...and you're next. 16. And your point is...? 17. I used to
be schizophrenic, but we're OK now. 18. Warning: I have an attitude and I know
how to use it. 19. Of course I don't look busy...I did it right the first time.
20. Do NOT start with me. You will NOT win. 21. You have the right to remain
silent, so please SHUT UP. 22. All stressed out and no one to choke. 23. I'm one
of those bad things that happen to good people. 24. How can I miss you if you
won't go away? 25. Sorry if I looked interested. I'm not.
Seek the Higher Power of Humor: May the Farce Be with You!
(c) Mark Gorkin 2000 Shrink Rap‚Ę Productions
©1999, Interactive Multimedia Corp. All rights reserved.