wanyu/IteraTeR_full_sent huggingface dataset:
Original: Bhanwar lal Girdhari lal Sharma ( B. G. Sharma) ( 5 August 1924 - November 2007) was an award-winning painter from Rajasthan, India.
Revised: Bhanwar lal Girdhari lal Sharma ( B. G. Sharma) ( 5 August 1924 – November 2007) was an award-winning painter from Rajasthan, India.
Edit intent: fluency
Original: Bhanwar lal Girdhari lal Sharma ( B. G. Sharma) ( 5 August 1924 - November 2007) was an award-winning painter from Rajasthan, India.
Revised: Bhanwar lal Girdhari lal Sharma ( B. G. Sharma) ( 5 August 1924 - November 2007) , better known as B. G. Sharma, was a painter from Rajasthan, India.
Edit intent: clarity
Original:   Sources Category: Indian male painters Category:Rajasthani people Category:20th-century Indian painters Category: 1924 births Category:2007 deaths Category: People from Rajsamand district Category: Indian portrait painters Category:Painters from Rajastha
Revised:  He died in November 2007 at the age of 83. Sources Category: Indian male painters Category:Rajasthani people Category:20th-century Indian painters Category: 1924 births Category:2007 deaths Category: People from Rajsamand district Category: Indian portrait painters Category:Painters from Rajastha
Edit intent: meaning-changed
Original:   Sources Category: Indian male painters Category:Rajasthani people Category:20th-century Indian painters Category: 1924 births Category:2007 deaths Category: People from Rajsamand district Category: Indian portrait painters Category:Painters from Rajastha
Revised:  Sources Category: 1924 births Category:2007 deaths Category:20th-century Indian painters Category: 1924 births Category:2007 deaths Category: People from Rajsamand district Category: Indian portrait painters Category:Painters from Rajastha
Edit intent: clarity
Original:   Sources Category: Indian male painters Category:Rajasthani people Category:20th-century Indian painters Category: 1924 births Category:2007 deaths Category: People from Rajsamand district Category: Indian portrait painters Category:Painters from Rajastha
Revised:  Sources Category: Indian male painters Category:Rajasthani people Category:20th-century Indian painters Category: Indian male painters Category:Indian portrait painters Category:Painters from Rajasthan Category: People from Rajsamand district Category: Indian portrait painters Category:Painters from Rajastha
Edit intent: coherence
Original:   Sources Category: Indian male painters Category:Rajasthani people Category:20th-century Indian painters Category: 1924 births Category:2007 deaths Category: People from Rajsamand district Category: Indian portrait painters Category:Painters from Rajastha
Revised:  Sources Category: Indian male painters Category:Rajasthani people Category:20th-century Indian painters Category: 1924 births Category:2007 deaths Category: People from Rajsamand district Category: Rajasthani peopl
Edit intent: fluency
Original: For the population of the region - consisting mostly of scheduled castes, scheduled tribes and refugees of the Indo-Pakistani wars and conflicts - the only source of income seems to be the traditional craft of patchwork and mirror embroidery practised by the women of the area.
Revised: For the population of the region - consisting mostly of scheduled castes, scheduled tribes and refugees of the Indo-Pakistani wars and conflicts - major source of income seems to be the traditional craft of patchwork and mirror embroidery practised by the women of the area.
Edit intent: clarity
Original: For the population of the region - consisting mostly of scheduled castes, scheduled tribes and refugees of the Indo-Pakistani wars and conflicts - the only source of income seems to be the traditional craft of patchwork and mirror embroidery practised by the women of the area.
Revised: For the population of the region - consisting mostly of scheduled castes, scheduled tribes and refugees of the Indo-Pakistani wars and conflicts - the only source of income is the traditional craft of patchwork and mirror embroidery practised by the women of the area.
Edit intent: coherence
Original: For the population of the region - consisting mostly of scheduled castes, scheduled tribes and refugees of the Indo-Pakistani wars and conflicts - the only source of income seems to be the traditional craft of patchwork and mirror embroidery practised by the women of the area.
Revised: For the population of the region - consisting mostly of scheduled castes, scheduled tribes and refugees of the Indo-Pakistani wars and conflicts - the only source of income seems to be the traditional craft of patchwork and mirror embroidery practiced by the women of the area.
Edit intent: fluency
Original:   Harvard Business Review January 2007 Kotter   " Business Transformation is the process of fundamentally changing the systems, processes, people and technology across a whole business or business unit , to achieve measurable improvements in efficiency, effectiveness and stakeholder satisfaction .
Revised:  . Harvard Business Review January 2007 Kotter " Business Transformation is the process of fundamentally changing the systems, processes, people and technology across a whole business or business unit , to achieve measurable improvements in efficiency, effectiveness and stakeholder satisfaction .
Edit intent: fluency
Original:   Harvard Business Review January 2007 Kotter   " Business Transformation is the process of fundamentally changing the systems, processes, people and technology across a whole business or business unit , to achieve measurable improvements in efficiency, effectiveness and stakeholder satisfaction .
Revised:  Harvard Business Review January 2007 Kotter However this is a relatively narrow definition that overlooks other reasons and ignores other rationales. " Business Transformation is the process of fundamentally changing the systems, processes, people and technology across a whole business or business unit , to achieve measurable improvements in efficiency, effectiveness and stakeholder satisfaction .
Edit intent: meaning-changed
Original:   Harvard Business Review January 2007 Kotter   " Business Transformation is the process of fundamentally changing the systems, processes, people and technology across a whole business or business unit , to achieve measurable improvements in efficiency, effectiveness and stakeholder satisfaction .
Revised:  Harvard Business Review January 2007 Kotter A better understanding is achieved by considering that " Business Transformation is the process of fundamentally changing the systems, processes, people and technology across a whole business or business unit , to achieve measurable improvements in efficiency, effectiveness and stakeholder satisfaction .
Edit intent: meaning-changed
Original:   Harvard Business Review January 2007 Kotter   " Business Transformation is the process of fundamentally changing the systems, processes, people and technology across a whole business or business unit , to achieve measurable improvements in efficiency, effectiveness and stakeholder satisfaction .
Revised:  Harvard Business Review January 2007 Kotter " Transformation ... is generally a response to two things. First, there are underlying problems or causes of organisational pain that need to be addressed. They have to be properly understood but nevertheless they are a key component. Second, there is a desire by the top management and other senior stakeholders to use the opportunity of addressing these causes in ways that fundamentally alter the paradigm of the organisation." Others describe Business Transformation as " the process of fundamentally changing the systems, processes, people and technology across a whole business or business unit , to achieve measurable improvements in efficiency, effectiveness and stakeholder satisfaction .
Edit intent: meaning-changed
Original:   Harvard Business Review January 2007 Kotter   " Business Transformation is the process of fundamentally changing the systems, processes, people and technology across a whole business or business unit , to achieve measurable improvements in efficiency, effectiveness and stakeholder satisfaction .
Revised:  Harvard Business Review January 2007 Kotter " Business Transformation is the process of fundamentally changing the systems, processes, people and technology across a whole business or business unit .
Edit intent: coherence
Original:  This management approach also incorporates Business Process Reengineering and is widely used :McKinsey Survey 2010 to increase revenue or market share to improve customer satisfaction to cut costs Components Business transformation is achieved by one or more of: realigning the way staff work, how the organisation is structured, the core product or service portfolio of the business and how technology is used.
Revised:  This management approach may also incorporate Business Process Reengineering and is widely used :McKinsey Survey 2010 to increase revenue or market share to improve customer satisfaction to cut costs Components Business transformation is achieved by one or more of: realigning the way staff work, how the organisation is structured, the core product or service portfolio of the business and how technology is used.
Edit intent: coherence
Original:  This management approach also incorporates Business Process Reengineering and is widely used :McKinsey Survey 2010 to increase revenue or market share to improve customer satisfaction to cut costs Components Business transformation is achieved by one or more of: realigning the way staff work, how the organisation is structured, the core product or service portfolio of the business and how technology is used.
Revised:  This management approach also incorporates Business Process Reengineering :McKinsey Survey 2010 to increase revenue or market share to improve customer satisfaction to cut costs Components Business transformation is achieved by one or more of: realigning the way staff work, how the organisation is structured, the core product or service portfolio of the business and how technology is used.
Edit intent: coherence
Original:  This management approach also incorporates Business Process Reengineering and is widely used :McKinsey Survey 2010 to increase revenue or market share to improve customer satisfaction to cut costs Components Business transformation is achieved by one or more of: realigning the way staff work, how the organisation is structured, the core product or service portfolio of the business and how technology is used.
Revised:  This management approach also incorporates Business Process Reengineering and is widely used :McKinsey Survey 2010 However application of BPR does not of itself constitute a business transformation, the outcome should be the deciding factor as to whether any activity is truly transformational or simply improvement. Other methods like Lean or Six Sigma are rooted in incremental improvement rather than paradigm shifts in the way things are done. to increase revenue or market share to improve customer satisfaction to cut costs Components Business transformation is achieved by one or more of: realigning the way staff work, how the organisation is structured, the core product or service portfolio of the business and how technology is used.
Edit intent: meaning-changed
Original:  the objectives of the change and a vision that describes a better future understanding what the organization is changing from and what needs to change in detail designing the new organisational way of working and its support and management testing and implementing changes, usually in waves , typically over a number of years  bedding in the change so that the organisation cannot move back to how it was and achieves the intended benefits.
Revised:  the objectives of the change and a vision that describes a better future understanding what the organization is changing from and what needs to change in detail designing the new organisational way of working and its support and management testing and implementing changes, usually in waves (this may take place over a number of years bedding in the change so that the organisation cannot move back to how it was and achieves the intended benefits.
Edit intent: coherence
Original:  the objectives of the change and a vision that describes a better future understanding what the organization is changing from and what needs to change in detail designing the new organisational way of working and its support and management testing and implementing changes, usually in waves , typically over a number of years  bedding in the change so that the organisation cannot move back to how it was and achieves the intended benefits.
Revised:  the objectives of the change and a vision that describes a better future understanding what the organization is changing from and what needs to change in detail designing the new organisational way of working and its support and management testing and implementing changes, usually in waves , typically over a number of years ) bedding in the change so that the organisation cannot move back to how it was and achieves the intended benefits.
Edit intent: fluency
Original:  the objectives of the change and a vision that describes a better future understanding what the organization is changing from and what needs to change in detail designing the new organisational way of working and its support and management testing and implementing changes, usually in waves (this may take place over a number of years) bedding in the change so that the organisation cannot move back to how it was and achieves the intended benefits.
Revised:  the objectives of the change and a vision that describes a better future understanding what the organization is changing from and what needs to change in detail designing the new organizational way of working and its support and management testing and implementing changes, usually in waves (this may take place over a number of years) bedding in the change so that the organisation cannot move back to how it was and achieves the intended benefits.
Edit intent: fluency
Original:  the objectives of the change and a vision that describes a better future understanding what the organization is changing from and what needs to change in detail designing the new organisational way of working and its support and management testing and implementing changes, usually in waves (this may take place over a number of years) bedding in the change so that the organisation cannot move back to how it was and achieves the intended benefits.
Revised:  the objectives of the change and a vision that describes a better future understanding what the organization is changing from and what needs to change in detail designing the new organisational way of working and its support and management testing and implementing changes, usually in waves (this may take place over a number of years) bedding in the change so that the organization cannot move back to how it was and achieves the intended benefits.
Edit intent: fluency
Original: Dehydroretinal , more specifically, 3,4-dehydroretinal , is a derivative metabolite of retinal belonging to the group of vitamin A2 as a retinaldehyde form, besides the endogenously present 3,4-dehydroretinol and 3,4-dehydroretinoic acid.
Revised: Dehydroretinal ( 3,4-dehydroretinal , is a derivative metabolite of retinal belonging to the group of vitamin A2 as a retinaldehyde form, besides the endogenously present 3,4-dehydroretinol and 3,4-dehydroretinoic acid.
Edit intent: clarity
Original: Dehydroretinal , more specifically, 3,4-dehydroretinal , is a derivative metabolite of retinal belonging to the group of vitamin A2 as a retinaldehyde form, besides the endogenously present 3,4-dehydroretinol and 3,4-dehydroretinoic acid.
Revised: Dehydroretinal , more specifically, 3,4-dehydroretinal ) is a derivative metabolite of retinal belonging to the group of vitamin A2 as a retinaldehyde form, besides the endogenously present 3,4-dehydroretinol and 3,4-dehydroretinoic acid.
Edit intent: fluency
Original:  Evoke experience: Client and therapist make direct contact with core feelings, beliefs  and memories using "experiments in mindfulness"—gentle somatic and verbal techniques to safely "access" the present experience behind the client's verbal presentation, or to explore "indicators": chronic physical patterns, habitual gestures, bodily tension, etc.
Revised:  Evoke experience: Client and therapist make direct contact with core feelings, beliefs , and memories using "experiments in mindfulness"—gentle somatic and verbal techniques to safely "access" the present experience behind the client's verbal presentation, or to explore "indicators": chronic physical patterns, habitual gestures, bodily tension, etc.
Edit intent: fluency
Original:  The client is helped to recognize the core beliefs as they emerge, and the therapist often provides what Kurtz called “ the missing experience ” , a form of "memory re-consolidation" where the child, as they revisit the negative experience(s) that generated their core beliefs, now receives the nourishment and support that was needed at the time.
Revised:  The client is helped to recognize the core beliefs as they emerge, and the therapist often provides what Kurtz called " the missing experience ” , a form of "memory re-consolidation" where the child, as they revisit the negative experience(s) that generated their core beliefs, now receives the nourishment and support that was needed at the time.
Edit intent: fluency
Original:  The client is helped to recognize the core beliefs as they emerge, and the therapist often provides what Kurtz called “ the missing experience ” , a form of "memory re-consolidation" where the child, as they revisit the negative experience(s) that generated their core beliefs, now receives the nourishment and support that was needed at the time.
Revised:  The client is helped to recognize the core beliefs as they emerge, and the therapist often provides what Kurtz called “ the missing experience " , a form of "memory re-consolidation" where the child, as they revisit the negative experience(s) that generated their core beliefs, now receives the nourishment and support that was needed at the time.
Edit intent: fluency
Original:  The same process may be used working with the adult rather than the "child state . "  Transformation: The client has an experience in therapy different from the one they had as a child (or are having as an adult) and experientially realizes that new healing experiences are possible and begins to be open to these experiences.
Revised:  The same process may be used working with the adult rather than the "child state " Transformation: The client has an experience in therapy different from the one they had as a child (or are having as an adult) and experientially realizes that new healing experiences are possible and begins to be open to these experiences.
Edit intent: fluency
Original:  The same process may be used working with the adult rather than the "child state . "  Transformation: The client has an experience in therapy different from the one they had as a child (or are having as an adult) and experientially realizes that new healing experiences are possible and begins to be open to these experiences.
Revised:  The same process may be used working with the adult rather than the "child state . " . Transformation: The client has an experience in therapy different from the one they had as a child (or are having as an adult) and experientially realizes that new healing experiences are possible and begins to be open to these experiences.
Edit intent: fluency
Original:  Other components of the Hakomi Method include the sensitivity cycle, techniques such as "contact and tracking", "probes" and "taking over", "embracing resistance"  and developing a greater sensitivity to clients and how to work with their individual issues based on character typology originated by Alexander Lowen.
Revised:  Other components of the Hakomi Method include the sensitivity cycle, techniques such as "contact and tracking", "probes" and "taking over", "embracing resistance" , and developing a greater sensitivity to clients and how to work with their individual issues based on character typology originated by Alexander Lowen.
Edit intent: fluency
Original: Category:196 establishments Category:  States and territories established in the 190s Category:States and territories disestablished in the 1100s Category:Arab groups Category:Arab history Category:Ancient peoples Category:History of Saudi Arabia Category:Late Roman Syria Category:Late Roman military units Category:Roman Syria Category:Arabs in the Roman Empir
Revised: Category:196 establishments Category: 1100 disestablishments Category: States and territories established in the 190s Category:States and territories disestablished in the 1100s Category:Arab groups Category:Arab history Category:Ancient peoples Category:History of Saudi Arabia Category:Late Roman Syria Category:Late Roman military units Category:Roman Syria Category:Arabs in the Roman Empir
Edit intent: meaning-changed
Original:  Morales says thatthe film, which he calls "easily one of the most violent movies ever made" ,  " a breathtaking landscape in which art and violence coalesce into one unforgettable aesthetic experience " . Morales argues that "...
Revised:  Morales argues that , " a breathtaking landscape in which art and violence coalesce into one unforgettable aesthetic experience " . Morales argues that "...
Edit intent: coherence
Original:  Morales says thatthe film, which he calls "easily one of the most violent movies ever made" ,  " a breathtaking landscape in which art and violence coalesce into one unforgettable aesthetic experience " . Morales argues that "...
Revised:  Morales says thatthe film, which he calls "easily one of the most violent movies ever made" , similarly to " a breathtaking landscape in which art and violence coalesce into one unforgettable aesthetic experience " . Morales argues that "...
Edit intent: meaning-changed
Original:  Morales says thatthe film, which he calls "easily one of the most violent movies ever made" ,  " a breathtaking landscape in which art and violence coalesce into one unforgettable aesthetic experience " . Morales argues that "...
Revised:  Morales says thatthe film, which he calls "easily one of the most violent movies ever made" , " A Clockwork Orange " . Morales argues that "...
Edit intent: meaning-changed
Original:  Morales says thatthe film, which he calls "easily one of the most violent movies ever made" ,  " a breathtaking landscape in which art and violence coalesce into one unforgettable aesthetic experience " . Morales argues that "... Tarantino manages to do precisely what Alex de Large was trying to do in Stanley Kubrick's A Clockwork Orange: he presents violence as a form of expressive art... in which the%DIFDELCMD < ]%%% ...violence is so physically graceful, visually dazzling and meticulously executed that our instinctual, emotional responses undermine any rational objections we may have.
Revised:  Morales says thatthe film, which he calls "easily one of the most violent movies ever made" , " a breathtaking landscape in which art and violence coalesce into one unforgettable aesthetic experience " in which the%DIFDELCMD < ]%%% ...violence is so physically graceful, visually dazzling and meticulously executed that our instinctual, emotional responses undermine any rational objections we may have.
Edit intent: coherence
Original:  Tarantino manages to do precisely what Alex de Large was trying to do in Stanley Kubrick's A Clockwork Orange: he presents violence as a form of expressive art... in which the%DIFDELCMD < ]%%% ...violence is so physically graceful, visually dazzling and meticulously executed that our instinctual, emotional responses undermine any rational objections we may have.
Revised:  Tarantino manages to do precisely what Alex de Large was trying to do in Stanley Kubrick's A Clockwork Orange: he presents violence as a form of expressive art... %DIFDELCMD < ]%%% ...violence is so physically graceful, visually dazzling and meticulously executed that our instinctual, emotional responses undermine any rational objections we may have.
Edit intent: clarity