SKU: 6047069075

St. Andrew the Apostle icon (4)

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St. Andrew the Apostle icon (4)Orthodox icon of Saint Andrew the Apostle (4). Commemorated November 30. The Holy Apostle Andrew the First Called was the first of the Apostles to follow Christ, and he later brought his own brother, the holy Apostle Peter, to Christ (John 1: 35 42). The future apostle was from Bethsaida, and from his youth he turned with all his soul to God. He did not enter into marriage, and he worked with his brother as a fisherman. When the holy Prophet,

Orthodox icon of Saint Andrew the Apostle (4).

Commemorated November 30.

The Holy Apostle Andrew the First-Called was the first of the Apostles to follow Christ, and he later brought his own brother, the holy Apostle Peter, to Christ (John 1:35-42). The future apostle was from Bethsaida, and from his youth he turned with all his soul to God. He did not enter into marriage, and he worked with his brother as a fisherman. When the holy Prophet, Forerunner and Baptist John began to preach, St Andrew became his closest disciple. St John the Baptist himself sent to Christ his own two disciples, the future Apostles Andrew and John the Theologian, declaring Christ to be the Lamb of God.

After the Descent of the Holy Spirit upon the Apostles, St Andrew went to the Eastern lands preaching the Word of God. He went through Asia Minor, Thrace, Macedonia, he reached the River Danube, went along the coast of the Black Sea, through Crimea, the Black Sea region and along the River Dniepr he climbed to the place where the city of Kiev now stands. He stopped overnight on the hills of Kiev. Rising in the morning, he said to those disciples that were with him: See these hills? Upon these hills shall shine forth the beneficence of God, and there will be a great city here, and God shall raise up many churches.

The apostle went up around the hills, blessed them and set up a cross. Having prayed, he went up even further along the Dniepr and reached a settlement of the Slavs, where Novgorod was built. From here the apostle went through the land of the Varangians towards Rome for preaching, and again he returned to Thrace, where in the small village of Byzantium, the future Constantinople, he founded the Church of Christ. The name of the holy Apostle Andrew links the mother, the Church of Constantinople, with her daughter, the Russian Church. On his journeys the First-Called Apostle endured many sufferings and torments from pagans: they cast him out of their cities and they beat him. In Sinope they pelted him with stones, but remaining unharmed, the persistant disciple of Christ continued to preach to people about the Savior.

Through the prayers of the Apostle, the Lord worked miracles. By the labors of the holy Apostle Andrew, Christian Churches were established, for which he provided bishops and clergy. The final city to which the Apostle came was the city of Patra, where he was destined to suffer martyrdom. The Lord worked many miracles through His disciple in Patra. The infirm were made whole, and the blind received their sight. Through the prayers of the Apostle, the illustrious citizen Sosios recovered from serious illness; he healed Maximilla, wife of the governor of Patra, and his brother Stratokles.

The miracles accomplished by the Apostle and his fiery speech enlightened almost all the citizens of the city of Patra with the true Faith. Few pagans remained at Patra, but among them was the prefect of the city, Aegeatos. The Apostle Andrew repeatedly turned to him with the words of the Gospel. But even the miracles of the Apostle did not convince Aegeatos. The holy Apostle with love and humility appealed to his soul, striving to reveal to him the Christian mystery of life eternal, through the wonderworking power of the Holy Cross of the Lord. The angry Aegeatos gave orders to crucify the apostle. The pagan thought he might undo St Andrew's preaching if he were to put him to death on the cross. St Andrew the First-Called accepted the decision of the prefect with joy and with prayer to the Lord, and went willingly to the place of execution.

In order to prolong the suffering of the saint, Aegeatos gave orders not to nail the saint's hands and feet, but to tie them to the cross. For two days the apostle taught the citizens who gathered about. The people, in listening to him, with all their souls pitied him and tried to take St Andrew down from the cross. Fearing a riot of the people, Aegeatos gave orders to stop the execution. But the holy apostle began to pray that the Lord would grant him death on the cross. Just as the soldiers tried to take hold of the Apostle Andrew, they lost control of their hands. The crucified apostle, having given glory to God, said: Lord Jesus Christ, receive my spirit.

 Then a blazing ray of divine light illumined the cross and the martyr crucified upon it. When the light faded, the holy Apostle Andrew had already given up his holy soul to the Lord. Maximilla, the wife of the prefect, had the body of the saint taken down from the cross, and buried him with honor. A few centuries later, under the emperor Constantine the Great, the relics of the holy Apostle Andrew were solemnly transferred to Constantinople and placed in the church of the Holy Apostles beside the relics of the holy Evangelist Luke and St Paul's disciple St Timothy.

Reference: O.C.A.

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4.2 ★★★★★
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Peter Sorenson
San Leandro, US
★★★★★ 5
The Innovator's DNA - Disruptive Research - Disruptive Writing
A Politically Correct Status Quo It is politically correct in management circles to say that you are "results oriented" or that you "drive for results" in your organization. The status quo in business schools is to indoctrinate students in the delivery skills of analyzing, planning, detail-oriented implementing, and disciplined executing. This book and the research upon which it is based disrupts that politically correct status quo. Clayton Christensen has spent close to two decades creating the research, conceptual, and application foundation of the disruptive innovation body of knowledge. He has been working for more than 8 years with Jeff Dyer and Hal Gregersen, both gifted researchers, teachers, and consultants in their own right, on this project. These guys are a disruptive "dream team" of contributors. This book articulates an extension of the disruptive innovation body of knowledge that clearly describes an individual profile of the disruptive innovator and an organizational profile of an organization that makes disruptive innovation happen. So what makes this book disruptive? The first thing is timing. It arrives on the scene at a time when innovation is one of the most critical components of a solution to our global financial and organizational mess. If we are to get out of our morass of debt and sluggish growth and respond to the continually emerging challenges of a burgeoning global society it will ride on the backs and wings of innovation. The status quo must be disrupted for us to survive and thrive! Second is the audacity of the core models. The authors claim that innovation can be learned at both the individual and organizational level. Individuals can increase their ability to discover (Discovery Quotient - DQ) and learn to be more innovative. They cite the four specific behavioral skills of asking questions, engaging in observations, networking with people who have a different point of view, and experimenting to figure out what can work as the common elements of what innovators do. They also identify the cognitive skill of associational thinking, the ability to find connections between ideas that do not seem to be related to each other, as the connection between the behavioral skills and the generation of ideas. They extend their claim that the innovation competency can be learned to the organizational domain by saying that organizations can become more innovative through developing and leading people, designing and implementing processes, and advocating and living by philosophies that support innovation. These two arguments stand in stark contrast to the beliefs and practices of a vast majority of leaders and institutions. (For a diagram of the Model see [...]) 'And all of this is built upon the third source of disruption: research. Their work is based on well-founded research into the "DNA" of the world's leading innovators and the world's most innovative organizations. The authors conducted nearly 100 interviews of world class innovators and their colleagues to get at the heart of what innovators do. They also interviewed and surveyed executives who are not innovators. (Their survey data base has over 5000 respondents in it.) So they have been able to compare and contrast the two populations to more clearly see what it takes to effectively innovate. They have also done research on business results attributable to innovation. Collaborating with HOLT (a division of Credit Suisse) they were able to craft a measurement called the "innovation premium." This measure identifies if an organization's market capitalization can be accounted for by existing cash flows or if there is an innovation influence on the stock price. By using this measure, they have been able to clearly and objectively identify which organizations are benefiting from innovation. Yet to Explore The tension in the balance of influence and power between the leaders with predominantly "Discovery" or "Delivery" mindsets is an area that has yet to be explored. If the premises of this book are sound, and I believe they are, we need to figure out how to manage that tension and balance in order to generate, incubate, and strengthen innovative ideas as we bring them to full fruition in the marketplace. Great ideas that are not delivered upon are simply recreational pursuits that do not build great people, great institutions, and great societies. So there is work yet to do. Invest Your Time and Effort This book makes a significant contribution to both the disruptive innovation body of knowledge and the evolving body of practice on innovating disruptively. It is well worth reading, pondering, and acting upon.
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Reviewed in the United States on August 18, 2011
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Amazon Customer
Alexandria, US
★★★★★ 5
Inspiring and well-written
This is a very interesting book written by some Harvard profs. They did a large national survey of innovative businesses and their leaders. The book posits that innovative people follow five skills: associating, questioning, observing, networking, and experimenting. These skills can be found at the individual or organizational level. The idea is that most people have these skills in their DNA and can bring them out with some practice. There are a lot of interesting and inspiring examples like Steve Jobs and Jeff Bezos. Although this book seems like a self-help type book with a lot of hype, it has an academic underpinning. Any organization that is interested in promoting innovation could benefit from encouraging these 5 skills. If you are interested in innovation or creativity in business or any organization that produces something, you will like this book. The books is a little distracting to read because it has sidebars all through it giving interesting examples that break up reading concentration. Aside from that, it is a well-written book that is easy and enjoyable to read. I enjoyed the book greatly and found it to be inspiring.
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Reviewed in the United States on December 5, 2015
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Stephen Collins
Alexandria, US
★★★★★ 4
Great read and research. But what about daily application for regular people?
The research piece behind this book might be the next thing I read, as I'm intrigued by the academic rigor applied. The reveal and living examples of the five skills - questioning, networking, experimenting, observing and associating - are tangible and approachable given their articulation through well-known and highly visible entrepreneurs running innovative companies. There's much to be gleaned by looking at the way these people behave and, even through simple emulation, enhancing one's own skills. My only real disappointment with the book is its limited approach to practical, daily application for those not yet at the top of the tree. It's rather a different kettle of fish for the innovation-minded, but stuck in bureaucracy, worker who wants to make things better, is still motivated, and hasn't been crushed by the machine. How does that person actively innovate? And, in some cases, get away with it? This book (or an accompanying volume) focussing on daily, in-work, innovation would be useful.
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Reviewed in the United States on May 23, 2013
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Annette
Port Orchard, US
★★★★★ 5
A Favorite Book on Innovation
Format: Hardcover
Very well written and enough stories to help the true content stick. This is a favorite book of mine and has lead to interesting conversations to boot.
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Reviewed in the United States on September 29, 2025
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Kurt Manwaring
Whiting, US
★★★★★ 5
An exceptional five stars out of five
Few qualities separate inordinately successful entrepreneurs from the rest of the pack than the ability to innovate. Many have debated whether individuals are born with this quality or whether it can be nurtured. In The Innovator's DNA, Jeff Dyer, Hal Gregersen and Clayton Christensen explain that while genetics play a role, innovation is most certainly a skill that can be learned. In particular, the authors introduce and expound upon five "discovery skills" found in the leaders of some of the most innovative companies in the world: (1) associating, (2) questioning, (3) observing, (4) networking and (5) experimenting. Each discovery skill is accompanied by real-world examples and pragmatic exercises that make the book unusually valuable in an age where copious books on change, leadership and innovation overwhelm the already-overwhelmed executive. I give The Innovator's DNA an exceptional five stars out of five. The authors present a very readable book and provide concrete exercises for developing innovative skills. Using the principles provided in the book, I created a folder on my computer that I call my "Innovation Room." I use this to track progress as I work through various exercises and as I take time to ponder about how to apply innovative solutions to extant problems in Utah. This book was and will continue to be useful to me, and is recommended as a must-read for those interested in adding rare innovative attributes to their arsenal of problem-solving and decision-making skills. *NOTE: The preceding text is taken verbatim from my short book review printed in the June 2012 edition of Utah Business.
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Reviewed in the United States on March 22, 2013

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