Assessment And Evaluation Quotes

To assess the quality of thoughts of people, don't listen to their words, but watch their actions.

Your strength will be found when you stop struggling with yourself, instead of thinking everyone is a struggle worth overcoming. Every obstacle in life is a lesson that teaches us, not others.

Evaluate. Long experience had taught me to evaluate and assess. When the unexpected gets dumped on you, don’t waste time. Don’t figure out how or why it happened. Don’t recriminate. Don’t figure out whose fault it is. Don’t work out how to avoid the same mistake next time. All of that you do later. If you survive.

Assess before you Assume

Evaluating people as attractive or not is a basic assessment. You do that automatically whether or not you want to, and it influences you.

When you evaluate, it allows you to assess your current programming and determine your re-programming.

In evaluating ourselves, we tend to be long on our weaknesses and short on our strengths.

forward-thinking teachers and school administrators across the country are creating a whole range of alternatives to cookie-cutter teaching and evaluation methods, such as the use of student portfolios and exhibitions in addition to conventional exams to assess students' progress.

We live in a world of evaluations, assessments, and measurements, but Jesus turns his gaze deeper because he knows that what is measurable can be faked.

Don’t judge me. You’re not living my life and you know nothing about my battles. You have not the faintest idea of how I manage to smile in the middle of storms or how I transform my despair into delight. You have not the faintest idea of what I have gone through and why I am who I am today. This is my life and only I know the real story. The strains, the struggles, the sorrows are all mine. They’re not for you to assess or evaluate; I give that authority to none, for My Guiding Light is Within. - Manprit Kaur

All that matters is stories feel true, they resonate....the point is not to determine the truth by a process of rational evaluation, assessment and conclusion. You choose your own reality, as if from a buffet.

Our evaluations. - All actions may be traced back to evaluations, all evaluations are original or adopted - the latter being by far the most common. Why do we adopt them? From fear - that is to say, we consider it more advisable to pretend they are our own - and accustom ourself to this pretense, so that at length it becomes our own nature. Original evaluation: that is to say, to assess a thing according to the extent to which it pleases or displeases us alone and no one else - something excessively rare! But must our evaluation of another, in which there lies motive for our general availing ourselves of his HIS evaluation, at least not proceed from US, be our OWN determination? Yes, but we arrive at it as children, and rarely learn to change our view; most of us are our whole lives long the fools of the way we acquired in childhood of judging our neighbors (their minds, rank, morality, whether they are exemplary or reprehensible) and of finding it necessary to pay homage to their evaluations.

Self-analysis requires reconsideration of who we think we are. Self-awareness requires us to reassess where we came from and where we are going.

Evaluate and assess your life on a daily

When he’d joined the Service he’d been in Psych Eval, which had involved evaluating operational strategies for psychological impact – on targets as well as agents – but had also meant carrying out individual assessments; who was stressed, who’d benefit from a change of routine, and who was a psychopath. Every organisation had a few, usually at management level, and it was handy to know who they were in case there was an emergency, or an office party.

Like seeing the doctor for an annual exam, regularly assessing a business model is an important management activity that allows an organization to evaluate the health of its market position and adapt accordingly.

Assessment in this spirit does not concern assignment of grades or evaluation of whether instruction was effective. It's assessment designed squarely to feed into the learning process and make the learning stronger.

In the statistical gargon used in psychology, p refers to the probability that the difference you see between two groups (of introverts and extroverts, say, or males and females) could have occurred by chance. As a general rule, psychologists report a difference between two groups as 'significant' if the probability that it could have occurred by chance is 1 in 20, or less. The possibility of getting significant results by chance is a problem in any area of research, but it's particularly acute for sex differences research. Supppose, for example, you're a neuroscientist interested in what parts of the brain are involved in mind reading. You get fifteen participants into a scanner and ask them to guess the emotion of people in photographs. Since you have both males and females in your group, you rin a quick check to ensure that the two groups' brains respond in the same way. They do. What do you do next? Most likely, you publish your results without mentioning gender at all in your report (except to note the number of male and female participants). What you don't do is publish your findings with the title "No Sex Differences in Neural Circuitry Involved in Understanding Others' Minds." This is perfectly reasonable. After all, you weren't looking for gender difference and there were only small numbers of each sex in your study. But remember that even if males and females, overall, respond the same way on a task, five percent of studies investigating this question will throw up a "significant" difference between the sexes by chance. As Hines has explained, sex is "easily assessed, routinely evaluated, and not always reported. Because it is more interesting to find a difference than to find no difference, the 19 failures to observe a difference between men and women go unreported, whereas the 1 in 20 finding of a difference is likely to be published." This contributes to the so-called file-drawer phenomenon, whereby studies that do find sex differences get published, but those that don't languish unpublished and unseen in a researcher's file drawer.

He had worked out long ago that police officers evaluated a citizen on the basis of three factors—his appearance, his occupation, and the way he spoke; according to this assessment, a citizen in a police station would either be treated with respect or despised and beaten.

Companies should assess the impact of debt on capital structure to maintain financial stability and optimize their cost of capital. This evaluation helps them strike the right balance between debt and equity, ensuring efficient financing, lower interest expenses, and sustainable growth.

Shulman argues that work that is valued is work that is presented to colleagues. The failure to make this kind of wider connection weakens the sense of community. This happens in scholarly life when such essential functions as professional service or teaching do not get discussed openly or often enough.

I didn't want to think of Benj in terms of syndromes and categories and labels and diagnoses, in terms of his performance on tests and evaluations, in terms of his differences from a perceived norm or imagined ideal. One of the questions my experience with Benj raised for me is: how do you value your child in a culture whose benchmarks for achievement and whose standards for evaluating and assessing kids are so out of line with your own values and who your child is?

Over recent years, [there's been] a strong tendency to require assessment of children and teachers so that [teachers] have to teach to tests and the test determines what happens to the child, and what happens to the teacher...that's guaranteed to destroy any meaningful educational process: it means the teacher cannot be creative, imaginative, pay attention to individual students' needs, that a student can't pursue things [...] and the teacher's future depends on it as well as the students'...the people who are sitting in the offices, the bureaucrats designing this - they're not evil people, but they're working within a system of ideology and doctrines, which turns what they're doing into something extremely harmful [...] the assessment itself is completely artificial; it's not ranking teachers in accordance with their ability to help develop children who reach their potential, explore their creative interests and so on [...] you're getting some kind of a 'rank,' but it's a 'rank' that's mostly meaningless, and the very ranking itself is harmful. It's turning us into individuals who devote our lives to achieving a rank, not into doing things that are valuable and important. It's highly destructive...in, say, elementary education, you're training kids this way [...] I can see it with my own children: when my own kids were in elementary school (at what's called a good school, a good-quality suburban school), by the time they were in third grade, they were dividing up their friends into 'dumb' and 'smart.' You had 'dumb' if you were lower-tracked, and 'smart' if you were upper-tracked [...] it's just extremely harmful and has nothing to do with education. Education is developing your own potential and creativity. Maybe you're not going to do well in school, and you'll do great in art; that's fine. It's another way to live a fulfilling and wonderful life, and one that's significant for other people as well as yourself. The whole idea is wrong in itself; it's creating something that's called 'economic man': the 'economic man' is somebody who rationally calculates how to improve his/her own status, and status means (basically) wealth. So you rationally calculate what kind of choices you should make to increase your wealth - don't pay attention to anything else - or maybe maximize the amount of goods you have. What kind of a human being is that? All of these mechanisms like testing, assessing, evaluating, measuring...they force people to develop those characteristics. The ones who don't do it are considered, maybe, 'behavioral problems' or some other deviance [...] these ideas and concepts have consequences. And it's not just that they're ideas, there are huge industries devoted to trying to instill them...the public relations industry, advertising, marketing, and so on. It's a huge industry, and it's a propaganda industry. It's a propaganda industry designed to create a certain type of human being: the one who can maximize consumption and can disregard his actions on others.

The majority of the employees here are civilians," explained my Alderman guide/protector/companion/would-be-executioner as we strode without a word to the security guards through the foyer towards the lifts. "They conduct themselves within perfectly standard financial services and regulations. There is one specialist suboperational department catering to the financing of more...unusual extra-capital ventures, and the executive assets who operate it have to undergo a rigorous level of training, psyche evaluation, personality assessment, and team operational analyses." We stared at him, and said, "We barely understood the little words." "No," he replied, "I didn't think you would.

Self-evaluation and assessment should be a major part of our lives as believers

Rescuing myself’ is an oxymoron that will leave me in the perpetual need of being rescued ‘from myself’.

Anytime the rich and poor combine, we should listen to whoever has the least power. Rich people are conditioned to assess the world through our privileges. The powerful tend to discredit or ignore the marginalized perspective because we can. We are shielded from the effects of a lopsided equation; we reap the benefits, not the losses. We don't mean to do this (or even know we do), but we evaluate other communities through the lens of advantage assuming we know best, have the most to offer. In doing so we unintentionally elevate our perception.

Hindsight bias has pernicious effects on the evaluations of decision makers. It leads observers to assess the quality of a decision not by whether the process was sound but by whether its outcome was good or bad.

We have noted that gut feelings are an important part of the body’s sensory apparatus, helping us to evaluate the environment and assess whether a situation is safe. Gut feelings magnify perceptions that the emotional centres of the brain find important and relay through the hypothalamus. Pain in the gut is one signal the body uses to send messages that are difficult for us to ignore. Thus, pain is also a mode of perception. Physiologically, the pain pathways channel information that we have blocked from reaching us by more direct routes. Pain is a powerful secondary mode of perception to alert us when our primary modes have shut down. It provides us with data that we ignore at our peril.

The most common mistake you'll make is forgetting to keep your own scorecard. Very little at work reinforces your ability to do this, so you will have to be vigilant. When evaluators give you an assessment, they are just guessing at who you are; they certainly are not the ones who know your potential. They can rate you and influence you, but they don't get to define you. That's your most honorable assignment: to define, every day through the way you deliver your work, the scope and nature of your inherent abilities.

Every time the narrating self evaluates our experiences, it discounts their duration and adopts the `peak-end rule` — it remembers only the peak moment and the end moment, and assesses the whole experience according to their average. This has far-reaching impact on all our practical decisions.

As the foundation of all progress with self-worth is acceptance, we build self-worth by asserting our value, not assessing it. Self-worth is a declaration, not an evaluation. There are no scales, no points, no scores out of a hundred, no preconditions. There is but a single assertion: “Because I’m worth it” or your own equivalent.

On top of all that is the general complexity of life, complicating the search for clarity. Consider the question “What really happened?” say, in a failed marriage, divorce, and child-custody battle. The answer to that query is so complex that settling the disagreements frequently requires court evaluation and multi-party assessment

We praise the singer, not the composer. We admire the painting, not the painter. We judge by the cake’s icing, not its bread. We evaluate the workers, not their head. We rate highly the cuisine, not the chef. We point fingers at others, not our self. We look at peoples’ faces, not their hearts. We always assess the ends, not the starts.

It is relatively easy to take up examples of “originality” from the past and analyze them from today’s perspective. Almost always, the things that should have disappeared—for lack of originality—have already done so, leaving us to confidently evaluate what remains. As countless instances show, however, it is far more difficult to properly assess, in real time, new forms of expression in our immediate environment. That is because they often contain elements seen as unpleasant, unnatural, nonsensical, or sometimes even antisocial. Or else just plain stupid. Whatever the case, those around us tend to react with surprise and, at the same time, shock. People instinctively dislike those things they can’t understand,

Radionics was conceived as a diagnostic and treatment technology at a time when modern electronic theory and biomedicine had not become the dominant sciences they are today. Early radionic devices incorporated the new discoveries of radio and electronics into their design. During that period, the functional assumptions of radionic technology did not seem as implausible as it does today. However, it wasn't long before radionics became outmoded and completely non-scientific. As Mizrach has noted, radionics continued to appropriate the methods of orthodox science into its design and terminology, making the probability of understanding what it could accomplish even more difficult to assess. I will examine this appropriation in a spirit of tolerance, given the state of electronics and medicine circa 1910, when radionics was first discovered. I will do so in order to shift the focus of this interesting technology from the scientific to the metaphysical, where the reader not limited by a need for scientific approval can evaluate it. My aim is to provide a reasonable means of evaluating radionic technology as an artistic methodology.

Much of what bureaucrats do, after all, is evaluate things. They are continually assessing, auditing, measuring, weighing the relative merits of different plans, proposals, applications, courses of action, or candidates for promotion. Market reforms only reinforce this tendency. This happens on every level. It is felt most cruelly by the poor, who are constantly monitored by an intrusive army of moralistic box-tickers assessing their child-rearing skills, inspecting their food cabinets to see if they are really cohabiting with their partners, determining whether they have been trying hard enough to find a job, or whether their medical conditions are really sufficiently sever to disqualify them from physical labor. All rich countries now employ legions of functionaries whose primary function is to make poor people feel bad about themselves. (p. 41)

When the unexpected gets dumped on you, don’t waste time. Don’t figure out how or why it happened. Don’t recriminate. Don’t figure out whose fault it is. Don’t work out how to avoid the same mistake next time. All of that you do later. If you survive. First of all you evaluate. Analyze the situation. Identify the downside. Assess the upside. Plan accordingly. Do all that and you give yourself a better chance of getting through to the other stuff later.

We have no obligation to endure or enable certain types of certain toxic relationships. The Christian ethic muddies these waters because we attach the concept of long-suffering to these damaging connections. We prioritize proximity over health, neglecting good boundaries and adopting a Savior role for which we are ill-equipped. Who else we'll deal with her?, we say. Meanwhile, neither of you moves towards spiritual growth. She continues toxic patterns and you spiral in frustration, resentment and fatigue. Come near, dear one, and listen. You are not responsible for the spiritual health of everyone around you. Nor must you weather the recalcitrant behavior of others. It is neither kind nor gracious to enable. We do no favors for an unhealthy friend by silently enduring forever. Watching someone create chaos without accountability is not noble. You won't answer for the destructive habits of an unsafe person. You have a limited amount of time and energy and must steward it well. There is a time to stay the course and a time to walk away. There's a tipping point when the effort becomes useless, exhausting beyond measure. You can't pour antidote into poison forever and expect it to transform into something safe, something healthy. In some cases, poison is poison and the only sane response is to quit drinking it. This requires honest self evaluation, wise counselors, the close leadership of the Holy Spirit, and a sober assessment of reality. Ask, is the juice worth the squeeze here. And, sometimes, it is. You might discover signs of possibility through the efforts, or there may be necessary work left and it's too soon to assess. But when an endless amount of blood, sweat and tears leaves a relationship unhealthy, when there is virtually no redemption, when red flags are frantically waved for too long, sometimes the healthiest response is to walk away. When we are locked in a toxic relationship, spiritual pollution can murder everything tender and Christ-like in us. And a watching world doesn't always witness those private kill shots. Unhealthy relationships can destroy our hope, optimism, gentleness. We can lose our heart and lose our way while pouring endless energy into an abyss that has no bottom. There is a time to put redemption in the hands of God and walk away before destroying your spirit with futile diligence.

We have contrasted two ways of evaluating a judgment: by comparing it to an outcome and by assessing the quality of the process that led to it. Note that when the judgment is verifiable, the two ways of evaluating it may reach different conclusions in a single case. A skilled and careful forecaster using the best possible tools and techniques will often miss the correct number in making a quarterly inflation forecast. Meanwhile, in a single quarter, a dart-throwing chimpanzee will sometimes be right.

How are things going? Is there a threat or a major opportunity? Is everything normal? Should I approach or avoid? The questions are perhaps less urgent for a human in a city environment than for a gazelle on the savannah, but we have inherited the neural mechanisms that evolved to provide ongoing assessments of threat level, and they have not been turned off. Situations are constantly evaluated as good or bad, requiring escape or permitting approach. Good mood and cognitive ease are the human equivalents of assessments of safety and familiarity.

We can feel compelled about something or someone, and this feeling may be influenced by survival reactions from the brainstem’s input and the evaluative activities of the limbic area as much as it is a fair assessment of a present situation. Awareness of the comings and goings of limbically induced states can help create an internal mental space of awareness in which to observe and not react to limbic lava or limbic withdrawals when they occur. This mental space enables us to pause and reflect, giving time for the wash of feelings to move on and for new states to be created.

Assessment can be either formal and/or informal measures that gather information. In education, meaningful assessment is data that guides and informs the teacher and/or stakeholders of students' abilities, strategies, performance, content knowledge, feelings and/or attitudes. Information obtained is used to make educational judgements or evaluative statements. Most useful assessment is data which is used to adjust curriculum in order to benefit the students. Assessment should be used to inform instruction. Diagnosis and assessment should document literacy in real-world contexts using data as performance indicators of students' growth and development.

Student-engaged assessment involves students in underst anding and in vesting in their own growth. It changes the primary role of assessment from evaluating and ranking students to motivating them to learn. It empowers students with the understanding of where they need to go as learners and how to get there. It builds the independence, critical thinking skills, perseverance, and self-reflective understanding students need for college and careers and that is required by the Common Core State Standards. And, because student-engaged assess ment practices demand reflection, collaboration, and responsibility, they shepherd students toward becoming positive citizens and human beings.

We often fail to consider accurate information that could potentially provide insight into another person's point of view (such as his or her facial expressions) but happily consider inaccurate information (such s broad stereotypes or gossip). For example, when evaluating preferences of people we perceive as similar to us, we tend to use ourselves as reference points. But when we perceive others as less similar, we are more likely to resort to stereotypes to assess their preferences. Once we consider how this dynamic might play out in gift-giving scenarios, it becomes clear why Grandpa ended up with twenty-three pairs of woolen socks for Christmas but without the Kindle he'd been hinting at since Thanksgiving.

For a specific example of a basic assessment, consider the ability to discriminate friend from foe at a glance. This contributes to one’s chances of survival in a dangerous world, and such a specialized capability has indeed evolved. Alex Todorov, my colleague at Princeton, has explored the biological roots of the rapid judgments of how safe it is to interact with a stranger. He showed that we are endowed with an ability to evaluate, in a single glance at a stranger’s face, two potentially crucial facts about that person: how dominant (and therefore potentially threatening) he is, and how trustworthy he is, whether his intentions are more likely to be friendly or hostile. The shape of the face provides the cues for assessing dominance: a “strong” square chin is one such cue.

It is vital to acknowledge the new reality before taking any steps to change the existing policies. The world is not the same anymore. Tackling religion-based terrorism is perhaps one, if not the most serious threat the world face in the 21st century. Unfortunately, more terror attacks like the ones in San Bernardino, Brussels and Paris are expected to occur. While those attacks were a reminder of the challenges that lay ahead, they exposed the need to have an improved early warning system that may ultimately save civilian lives. Such a system should take into account the shortcomings of the current warning frameworks and evaluate the usefulness of warnings generated by improved models that would cover a broad range of attacks, larger geographic areas within the country in question and a wide range of potential attack scenarios. The system is likely to facilitate well informed decisions on the assessment of information gathered from different sources. In this vein, finding a balance between protecting human rights and ensuring national security is key.

One of the findings of Barbara Sarnecka’s study on risk assessment and moral judgment, the study in which people were asked to evaluate the danger children were in when left alone under different circumstances—and the moral “wrongness” of the parent who had left them—was that when participants were told a father had left his child for a few minutes to run into work, the level of risk to his child was equal to the risk when he left the child because of circumstances beyond his control (when he was struck unconscious by a car). When a woman was running into work, the moral judgment was closer to the level expressed at her going shopping or having an affair. I’ll admit it—I love this finding. I relish the way it makes plain and undeniable something we all sort of know but aren’t supposed to say: We might accept that mothers occasionally want to do other things besides mothering, that they might want to have a career, a social life, a full human existence. But we don’t like it. We hate it, in fact. A father who is distracted for a few minutes by his myriad interests and obligations in the world of adult interactions is being, well, a father. A mother who does the same is failing her children.

Any program about highlighting benevolence, protecting the innocent, or sacrificing time to help the underdog grew in popularity. Included in our list of reality viewing were shows about police or bounty hunters apprehending evil criminals. These too became some of the most-watched programs. To sum it all up, our entertainment is often centered on the good of humanity. Sales and Marketing 101 teaches us that a product must feel, look, sound, taste, or smell good in order to succeed in the marketplace. It must elevate the consumer’s senses or emotions to a better and happier state. We know that good items will sell. After all, who would want to purchase something bad? And only twisted people would desire to procure evil. We hear comments such as “he’s a good man” or “she’s a good woman,” and we normally accept this evaluation at face value. The vulnerable quickly let down their guard and embrace every statement or action from those proclaimed to be good as safe and trustworthy. But are these assessments always accurate? Could we ever fall into the delusional state of calling what’s right wrong or what’s wrong right? Doesn’t everybody know the difference? And we certainly could never fall into the deceived state of calling good evil or evil good. Correct?

For one, mad instant, she thought he planned to kiss her, but instead, he ducked under her chin and nuzzled against her shoulder at the site where her pulse pounded so furiously. A shiver of excitement tore through her, and she swallowed a baffled squeal that could have been either delight or indignation. His lips were heated and soft, and he tenderly kissed against her nape then, to her astonishment, he licked across her skin. She jumped then twirled away, only to end up facing the mirror, with him behind her, and she assessed the two of them, evaluating the differences: his tall to her short, bronzed to fair, brawn to lean. Boldly, he settled his hands on her hips and snuggled her backside against him, and she was assailed by an array of unique anatomical impressions. As though she'd been searching for this man all her life and had finally found him, she ignited with sensation, every pore alert and animated, and her nipples tightened painfully, poking at the towel. The knave immediately noticed how they'd peaked. "I can't wait to have my mouth on you." The declaration kindled cryptic messages, and restlessly, she scrambled to flee---from the unusual fleshly perturbation and from him---but because of their positions, he merely nestled her close and flexed against her. His groin stroked across her bottom in a manner she'd never presumed a man might attempt with a woman. There was a solid ridge along his abdomen that dug into her buttocks, and her traitorous body reacted by squirming to get nearer to it. He appreciated her participation and gripped her firmly, flexing again.

Second, most of the officers in this study did not have experience as tactical officers, and the teams they formed had very limited practice time together. It is possible that, with practice and experience, the effects of a threat on the performance of the dumps observed here can be overcome. This is the essence of the habituation findings in the orienting response literature (Sokolov et al., 2002). A SWAT team that regularly practices may be able to overcome the natural tendency to orient on a threat and cover their respective areas, producing exposure times that are consistent with those produced by the slice (many SWAT officers that we have spoken to insist that this is the case); however, we would like to point out that this means conducting training specifically to overcome a natural instinct, and this process is likely to take considerable effort and time. In the case of patrol officers, who are likely to be the first on the scene during an active shooter event, the officers are unlikely to receive the amount of training that is needed to overcome these natural instincts. With these caveats in mind, we think it is clear that the slice is a better style of entry to teach to patrol officers during active shooter training. The structure of the slice does not attempt to overcome the officer’s natural tendencies. It allows these tactically less-experienced officers to deal with the problem in smaller pieces and provides the officers with more time to think through the situation. For these reasons, the specific entries tested in the other studies presented in this book are conducted using a slice style.

Suppose that you need to hire a sales representative for your firm. If you are serious about hiring the best possible person for the job, this is what you should do. First, select a few traits that are prerequisites for success in this position (technical proficiency, engaging personality, reliability, and so on). Don’t overdo it—six dimensions is a good number. The traits you choose should be as independent as possible from each other, and you should feel that you can assess them reliably by asking a few factual questions. Next, make a list of those questions for each trait and think about how you will score it, say on a 1–5 scale. You should have an idea of what you will call “very weak” or “very strong.” These preparations should take you half an hour or so, a small investment that can make a significant difference in the quality of the people you hire. To avoid halo effects, you must collect the information on one trait at a time, scoring each before you move on to the next one. Do not skip around. To evaluate each candidate, add up the six scores. Because you are in charge of the final decision, you should not do a “close your eyes.” Firmly resolve that you will hire the candidate whose final score is the highest, even if there is another one whom you like better—try to resist your wish to invent broken legs to change the ranking. A vast amount of research offers a promise: you are much more likely to find the best candidate if you use this procedure than if you do what people normally do in such situations, which is to go into the interview unprepared and to make choices by an overall intuitive judgment such as “I looked into his eyes and liked what I saw.

Westcliff’s assessing gaze slid from her tumbled hair to the uncorseted lines of her figure, not missing the unbound shapes of her breasts. Wondering if he was going to give her a public dressing-down for daring to play rounders with a group of stable boys, Lillian returned his evaluating gaze with one of her own. She tried to look scornful, but that wasn’t easy when the sight of Westcliff’s lean, athletic body had brought another unnerving quiver to the pit of her stomach. Daisy had been right—it would be difficult, if not impossible, to find a younger man who could rival Westcliff’s virile strength. Still holding Lillian’s gaze, Westcliff pushed slowly away from the paddock fence and approached. Tensing, Lillian held her ground. She was tall for a woman, which made them nearly of a height, but Westcliff still had a good three inches on her, and he outweighed her by at least five stone. Her nerves tingled with awareness as she stared into his eyes, which were a shade of brown so intense that they appeared to be black. His voice was deep, textured like gravel wrapped in velvet. “You should tuck your elbows in.” Having expected criticism, Lillian was caught off-guard. “What?” The earl’s thick lashes lowered slightly as he glanced down at the bat that was gripped in her right hand. “Tuck your elbows in. You’ll have more control over the bat if you decrease the arc of the swing.” Lillian scowled. “Is there any subject that you’re not an expert on?” A glint of amusement appeared in the earl’s dark eyes. He appeared to consider the question thoughtfully. “I can’t whistle,” he finally said. “And my aim with a trebuchet is poor. Other than that…” The earl lifted his hands in a helpless gesture, as if he was at a loss to come up with another activity at which he was less than proficient.

My morning schedule saw me first in Cannan’s office, conferring with my advisor, but our meeting was interrupted within minutes by Narian, who entered without knocking and whose eyes were colder than I had seen them in a long time. “I thought you intended to control them,” he stated, walking toward the captain’s desk and standing directly beside the chair in which I sat.” He slammed a lengthy piece of parchment down on the wood surface, an unusual amount of tension in his movements. I glanced toward the open door and caught sight of Rava. She stood with one hand resting against the frame, her calculating eyes evaluating the scene while she awaited orders. Cannan’s gaze went to the parchment, but he did not reach for it, scanning its contents from a distance. Then he looked at Narian, unruffled. “I can think of a dozen or more men capable of this.” “But you know who is responsible.” Cannan sat back, assessing his opposition. “I don’t know with certainty any more than you do. In the absence of definitive proof of guilt on behalf of my son and his friends, I suggest you and your fellows develop a sense of humor.” Then the captain’s tone changed, becoming more forbidding. “I can prevent an uprising, Narian. This, you’ll have to get used to.” Not wanting to be in the dark, I snatched up the parchment in question. My mouth opened in shock and dismay as I silently read its contents, the men waiting for me to finish. On this Thirtieth Day of May in the First Year of Cokyrian dominance over the Province of Hytanica, the following regulations shall be put into practice in order to assist our gracious Grand Provost in her effort to welcome Cokyri into our lands--and to help ensure the enemy does not bungle the first victory it has managed in over a century. Regulation One. All Hytanican citizens must be willing to provide aid to aimlessly wandering Cokyrian soldiers who cannot on their honor grasp that the road leading back to the city is the very same road that led them away. Regulation Two. It is strongly recommended that farmers hide their livestock, lest the men of our host empire become confused and attempt to mate with them. Regulation Three. As per negotiated arrangements, crops grown on Hytanican soil will be divided with fifty percent belonging to Cokyri, and seventy-five percent remaining with the citizens of the province; Hytanicans will be bound by law to wait patiently while the Cokyrians attempt to sort the baffling deficiency in their calculations. Regulation Four. The Cokyrian envoys assigned to manage the planting and farming effort will also require Hytanican patience while they slowly but surely learn what is a crop and what is a weed, as well as left from right. Regulation Five. Though the Province Wall is a Cokyrian endeavor, it would be polite and understanding of Hytanicans to remind the enemy of the correct side on which to be standing when the final stone is laid, so no unfortunates may find themselves trapped outside with no way in. Regulation Six. When at long last foreign trade is allowed to resume, Hytanicans should strive to empathize with the reluctance of neighboring kingdoms to enter our lands, for Cokyri’s stench is sure to deter even the migrating birds. Regulation Seven. For what little trade and business we do manage in spite of the odor, the imposed ten percent tax may be paid in coins, sweets or shiny objects. Regulation Eight. It is regrettably prohibited for Hytanicans to throw jeers at Cokyrian soldiers, for fear that any man harried may cry, and the women may spit. Regulation Nine. In case of an encounter with Cokyrian dignitaries, the boy-invader and the honorable High Priestess included, let it be known that the proper way in which to greet them is with an ass-backward bow.

Given this new theory of mental illness, we can now apply it to various forms of mental disorders, summarizing the previous discussion in this new light. We saw earlier that the obsessive behavior of people suffering from OCD might arise when the checks and balances between several feedback loops are thrown out of balance: one registering something as amiss, another carrying out corrective action, and another one signaling that the matter has been taken care of. The failure of the checks and balances within this loop can cause the brain to be locked into a vicious cycle, so the mind never believes that the problem has been resolved. The voices heard by schizophrenics might arise when several feedback loops are no longer balancing one another. One feedback loop generates spurious voices in the temporal cortex (i.e., the brain is talking to itself). Auditory and visual hallucinations are often checked by the anterior cingulate cortex, so a normal person can differentiate between real and fictitious voices. But if this region of the brain is not working properly, the brain is flooded with disembodied voices that it believes are real. This can cause schizophrenic behavior. Similarly, the manic-depressive swings of someone with bipolar disorder might be traced to an imbalance between the left and right hemispheres. The necessary interplay between optimistic and pessimistic assessments is thrown off balance, and the person oscillates wildly between these two diverging moods. Paranoia may also be viewed in this light. It results from an imbalance between the amygdala (which registers fear and exaggerates threats) and the prefrontal cortex, which evaluates these threats and puts them into perspective. We should also stress that evolution has given us these feedback loops for a reason: to protect us. They keep us clean, healthy, and socially connected. The problem occurs when the dynamic between opposing feedback loops is disrupted.

What are the path of love and the path of meditation? There are basically two different paths to enlightenment. These two paths are The path of love and The path of meditation. The path of love is the female path to enlightenment and The path of meditation is the male path to enlightenment. The path of love is the path of love, joy, relationships, devotion and surrender. The path of meditation is the path of meditation, silence, aloneness and freedom. These two paths has different ways, but they have the same goal. Through love and surrender the person that walks The path of love discovers the inner silence. Through meditation and aloneness the person that walks The path of meditation discovers the inner source of love. These two paths are like climbing the mountain of enlightenment through different routes, but the two paths are meeting on the summit of the mountain - and discover an inner integration between love and meditation, between relating and aloneness. Before I accept to work with a student now, I make an intuitive and clairvoyant evaluation about which spiritual paths that the student has walked before in previous lives. This intuitive assessment gives information about the spiritual level that the student has attained, and it also makes it easier to guide the person spiritually if he has followed a certain path in the past. A female student of mine laughed recently when I told her that she had followed The path of love in several past lives. She commented: "You have told me three times now that I have walked the path of love and silence, but with my head I still do not understand it." But this overall assessment of her spiritual growth uptil now, and of the spiritual paths that she had walked, made all the pieces of her life puzzle fit together - and brought a new, creative light to all her life choices in her current life. A male student of mine, who was a Tibetan monk in a previous life, walks The path of meditation, and I notice how I change my language and the methods that I recommend when I guide him along the path of meditation. I now work with students who walk both The path of love and The path of meditation, which also allows me to discover a deeper integration of love and meditation on my path to enlightenment.

The Ten Ways to Evaluate a Market provide a back-of-the-napkin method you can use to identify the attractiveness of any potential market. Rate each of the ten factors below on a scale of 0 to 10, where 0 is terrible and 10 fantastic. When in doubt, be conservative in your estimate: Urgency. How badly do people want or need this right now? (Renting an old movie is low urgency; seeing the first showing of a new movie on opening night is high urgency, since it only happens once.) Market Size. How many people are purchasing things like this? (The market for underwater basket-weaving courses is very small; the market for cancer cures is massive.) Pricing Potential. What is the highest price a typical purchaser would be willing to spend for a solution? (Lollipops sell for $0.05; aircraft carriers sell for billions.) Cost of Customer Acquisition. How easy is it to acquire a new customer? On average, how much will it cost to generate a sale, in both money and effort? (Restaurants built on high-traffic interstate highways spend little to bring in new customers. Government contractors can spend millions landing major procurement deals.) Cost of Value Delivery. How much will it cost to create and deliver the value offered, in both money and effort? (Delivering files via the internet is almost free; inventing a product and building a factory costs millions.) Uniqueness of Offer. How unique is your offer versus competing offerings in the market, and how easy is it for potential competitors to copy you? (There are many hair salons but very few companies that offer private space travel.) Speed to Market. How soon can you create something to sell? (You can offer to mow a neighbor’s lawn in minutes; opening a bank can take years.) Up-front Investment. How much will you have to invest before you’re ready to sell? (To be a housekeeper, all you need is a set of inexpensive cleaning products. To mine for gold, you need millions to purchase land and excavating equipment.) Upsell Potential. Are there related secondary offers that you could also present to purchasing customers? (Customers who purchase razors need shaving cream and extra blades as well; buy a Frisbee and you won’t need another unless you lose it.) Evergreen Potential. Once the initial offer has been created, how much additional work will you have to put in in order to continue selling? (Business consulting requires ongoing work to get paid; a book can be produced once and then sold over and over as is.) When you’re done with your assessment, add up the score. If the score is 50 or below, move on to another idea—there are better places to invest your energy and resources. If the score is 75 or above, you have a very promising idea—full speed ahead. Anything between 50 and 75 has the potential to pay the bills but won’t be a home run without a huge investment of energy and resources.

No matter what philosophical standpoint people may adopt nowadays, from every point of view the falsity of the world in which we think we live is the most certain and firmest thing which our eyes are still capable of apprehending: - for that we find reason after reason, which would like to entice us into conjectures about a fraudulent principle in the "essence of things." But anyone who makes our very thinking, that is, "the spirit," responsible for the falsity of the world - an honourable solution which every conscious or unconscious advocatus dei [pleader for god] uses -: whoever takes this world, together with space, time, form, and movement as a false inference, such a person would at least have good ground finally to learn to be distrustful of all thinking itself. Wouldn’t it be the case that thinking has played the greatest of all tricks on us up to this point? And what guarantee would there be that thinking would not continue to do what it has always done? In all seriousness: the innocence of thinkers has something touching, something inspiring reverence, which permits them even today still to present themselves before consciousness with the request that it give them honest answers: for example, to the question whether it is "real," and why it really keeps itself so absolutely separate from the outer world, and similar sorts of questions. The belief in "immediate certainties" is a moral naivete which brings honour to us philosophers - but we should not be "merely moral" men! Setting aside morality, this belief is a stupidity, which brings us little honour! It may be the case that in bourgeois life the constant willingness to suspect is considered a sign of a "bad character" and thus belongs among those things thought unwise. Here among us, beyond the bourgeois world and its affirmations and denials - what is there to stop us from being unwise and saying the philosopher has an absolute right to a "bad character," as the being who up to this point on earth has always been fooled the best - today he has the duty to be suspicious, to glance around maliciously from every depth of suspicion. Forgive me the joke of this gloomy grimace and way of expressing myself. For a long time ago I myself learned to think very differently about and make different evaluations of deceiving and being deceived, and I keep ready at least a couple of digs in the ribs for the blind anger with which philosophers themselves resist being deceived. Why not? It is nothing more than a moral prejudice that truth is worth more than appearance. That claim is even the most poorly demonstrated assumption there is in the world. People should at least concede this much: there would be no life at all if not on the basis of appearances and assessments from perspectives. And if people, with the virtuous enthusiasm and foolishness of some philosophers, wanted to do away entirely with the "apparent world," assuming, of course, you could do that, well then at least nothing would remain any more of your "truth" either! In fact, what compels us generally to the assumption that there is an essential opposition between "true" and "false"? Is it not enough to assume degrees of appearance and, as it were, lighter and darker shadows and tones for the way things appear - different valeurs [values], to use the language of painters? Why could the world about which we have some concern - not be a fiction? And if someone then asks "But doesn’t an author belong to a fiction?" could he not be fully answered with Why? Doesn’t this "belong to" perhaps belong to the fiction? Is it then forbidden to be a little ironic about the subject as well as about the predicate and the object? Is the philosopher not permitted to rise above a faith in grammar? All due respect to governesses, but might it not be time for philosophy to renounce faith in governesses?-

Henry VI’s regime (1450–61): Henry VI’s inadequacy is widely held to have been the primary cause of the political upheavals of the mid-fifteenth century. To assess how this affected the south-west it is necessary, first, to give a brief regional review introducing the major figures; then, to consider the realities of governance, patronage, and landholding in Somerset, Dorset, Devon, and Cornwall. It is only after surveys of the county elites that a regional overview can be undertaken, which summarises the notable aspects, and evaluates those features that were truly ‘regional’ in nature by relating shire and provincial perspectives to national politics and governance (p. 149). In summary, it seems that the dukes of Somerset could not only depend on the cooperation of those directly associated with them (such as the Caraunts), but could also rely on the support of others indirectly through secondary patrons such as Stourton and Hungerford. So, including Stourton-Hungerford clients as indirect connections, analysis of shire positions indicates the extent to which the Beauforts’ influence probably pervaded Somerset political society. Beaufort associates had regularly fulfilled local offices since the 1420s, and of the sheriffs’ terms between 1437 and 1450, almost half were undertaken by Beaufort clients. In comparison, between 1450 and 1461, over a third of sheriffs’ terms were served by Beaufort clients (p. 155). As discussed regarding Devon, during the earl of Devon’s long minority, leading Devon gentry–Sir William Bonville and his clientele–involved themselves in Courtenay dependants’ affairs; hence, on his majority, the young earl lacked local support. The relationship between the earl and Bonville became poisoned after Sir William was designated steward of duchy estates in the county in 1437. This challenge to his authority enraged the earl to resort to violence (p. 174). In the south-west, if the Beauforts provided a Lancastrian focus in the eastern counties, then the duchy of Cornwall provided another further west, where [Lord] Bonville also provided a specifically Yorkist focus (pp. 186–7). Therefore, by a combination of estates, royal offices, and prince’s council membership, [James Butler, Earl of] Wiltshire might have become a provincial magnate–and a national power-broker–if he had had a longer period of time in which to establish himself (p. 188).

If I possess any genius whatsoever, it is found in recognizing that I am not a genius.

Market for Non-Fungible-Tokens (NFTs) has grown significantly and enabled several ways to earn through them. However, with the rise of NFT scams, main problem has arisen in determining the value of an NFT. Knowing the value of an NFT can be helpful in many ways. Here is what you should know about investing in NFTs, determining their worth, and considering several factors that will help you make a profit from NFTs. Understand the pricing of an NFT There is no defined model to evaluate the value of an NFT. In a basic sense, you cannot assess NFTs using the same parameters used to evaluate properties or traditional investment vehicles like shares. Last buyer's payment often provides some indication of the worth. However, with NFTs, it can be challenging to predict what the next buyer will pay based on their predictions. Most buyers depend on guesswork in their bids because they lack the expertise required to estimate the value of NFTs logically. The value of NFTs is influenced over time by a judgment over which both buyers and sellers may have no control. For instance, a piece of NFT art could be in great demand for a period because purchasers believe it to be unique and that its value will rise shortly. Then, suddenly, they may discover that the digital image is publicly available on the Internet and that the NFT would no longer have any clients. So, to avoid these scams, investors should consider these factors to determine the price of an NFT they want to buy or sell. Factors influencing the value of NFTs Artist’s Fame The reputation of the artist who created an NFT is the first element that affects its worth. NFTs produced by well-known or particularly well-liked up-and-coming artists will be valued higher than those produced by lesser-known artists. For example, the value of an old painting by Pablo Picasso will differ by miles from the value of even an impressionist painting by a contemporary street artist. That's just how the art business operates. And with context to NFTs, nothing has changed. Ownership History An NFT's value is highly influenced by the issuer's and past owners' identities. The historical value of tokens created by well-known individuals or businesses is significant. By collaborating with individuals or businesses having a high brand value to issue the NFTs, you can improve the value proposition of the NFT. Another way to get popularity is to resell NFTs already owned by prominent individuals. With the use of a straightforward tracking interface, marketplaces and sellers can assist buyers in learning more about prior NFT owners. Buyers will benefit from seeing the names of investors who profited significantly from NFT trading. Rarity The price of an NFT is strongly correlated with how scarce it is considered to be and how rare it is. Famous artists' original works of art and high-calibre celebrities' tokens are qualified as rare NFTs. NFTs have a significant amount of worth due to their rarity. Any asset with a limited supply has a higher intrinsic value and gives its owner a sense of true uniqueness. In the NFT art market, sellers can demand top pay for this feeling. Liquidity If an asset can be sold when needed without suffering a significant loss in value, it is considered to be liquid. If you view NFT art as an investment rather than a long-term digital collectable, liquidity is a top concern. High liquidity increases an NFT's value, especially for these types of investments. Liquidity can be unpredictable since it is determined by attractiveness and what a buyer is prepared to pay and the characteristics that change as the market does. Look at its recent trading volume to get an indication of what you might expect in terms of NFT liquidity. Systems will be established to maintain asset liquidity as the NFT market expands.

While there are certainly variants of the abstract capitalist model, one persistent and typical tendency is to assess the planet as either storehouse (of needed resource inputs, including energy resources) and/or sink (for waste products of all kinds, due in large measure to a continually sought novelty, and the concomitant obsolescence of the old). As a consequence of this orientation, nature, as both inherent worth and utilitarian guarantor of sustainable life, must be subjected to the ruthless calculus of costs and benefits. In such evaluations anything that fails to maximize profits or minimize losses must be discounted, ideally to a value of zero. In combination with an intensifying focus on shorter and shorter time frames for a maximum return on investment, a competition-driven imperative to externalize all costs that do not contribute to the bottom line has produced the by-now exhaustive litany of environmental woes, including the climate catastrophe that now threatens life on the planet as we have known it.

To be born a clairvoyant is an odd thing because one is quite unable to assess ordinary life without its counterpart of extrasensory perception. I do not remember a time when the visible world did not play into and through another world. I had no idea where one ended and the other began; they were both to me ordinary and natural and belonged together.

So the first thing is to question or ponder or wonder about something. The second is to create or invent a solution or a new idea. The third is to”—she paused, trying to summarize the discussion we had just had—“evaluate and assess whether it’s a good idea.

To overestimate myself is to make myself my own god. To underestimate myself is to make myself my own demon. And the curse of both is that they are one in the same.

Project evaluation is a critical task in the management of a project primarily to assess project maximizing outcomes. However systematic collection of data is integrated with the evaluation process that may be conducted at various project phases, and the task of the evaluation-the approach depends upon the type of project, the project vision, the provision, the timeline of the project, and the phase of the project.

Sit comfortably, either on a chair with your feet on the ground, or cross-legged. You can rest your hands on your legs or in your lap. Close your eyes and take several long breaths through your nose. Feel your stomach rise and fall as you breathe into your belly. Pay attention to what you hear around you. Notice how the world is alive with sound. As thoughts about these noises arise—judgments, assessments, irritations—let these observations and evaluations drift away. Release your focus on your breath and, while staying in the present moment, notice as any thoughts or feelings arise. Perhaps you will notice some discomfort in your body or have a feeling arise, or you may have a thought about what you need to accomplish or remember to do today. As the thoughts come up, let them float away without judging them or getting caught up in them. Begin to start seeing thoughts as thoughts without identifying with them. Just observe each moment without judgment. Think of a situation that you are having a hard time accepting. Perhaps it is your difficulty finding a job or a life partner, or it may be a friend’s illness or a collective reality such as war. Remind yourself that this is the nature of reality. These painful realities do happen to us, to those we love, and in our world. Acknowledge the fact that you cannot know all the factors that have led to this event. Accept that what has happened has already happened. There is nothing you can do to change the past. Remind yourself: “In order to make the most positive contribution to this situation, I must accept the reality of its existence.” You can also choose to recite or reflect on one of the following two passages, one from the Buddhist tradition, the other from the Christian tradition:

Organizational values are gauzy and assessed in terms of aspirations rather than actual behaviors that can be taught, measured, and evaluated.

Beginning in the late 1800s, New York Criminal Court judges could, at their discretion, appoint a lunacy commission to evaluate the sanity of a defendant charged with homicide. Each commission consisted of three “disinterested men”: an attorney, a physician, and a layman, almost always a businessman. After conducting a lengthy investigation, the members would offer an opinion as to whether the defendant was mentally fit to stand trial. In later years, the commissioners were also expected to assess the defendant’s state of mind while committing the crime. The role of the commission was strictly advisory—the court was at liberty to approve or dismiss its findings.10

Assessing students with standardized tests is like evaluating authors based on their Scrabble scores.

Smart thinking, called critical thinking, examines assumptions, appraises the source, discerns hidden values, evaluates evidence, and assesses conclusions. Whether reading online commentary or listening to a conversation, critical thinkers ask questions: How do they know that? What is this person’s agenda? Is the conclusion based on anecdote and gut feelings, or on evidence? Does the evidence justify a cause–effect conclusion? What alternative explanations are possible?

There are multiple ways to implement CBT in your daily life outside of an in-depth subconscious reprogram. Recall that the purpose of CBT is to uproot beliefs that no longer serve you in a positive way. Therefore, to implement CBT daily, look for techniques that allow you to reflect on yourself and your experiences more objectively. Here are some examples: • Journaling. Writing things down not only ensures that memories are accurately recorded for future reflection, but also helps us to evaluate emotions that we experienced in certain situations. From there, we can look for patterns experienced in different areas of life and core wounds that may need to be addressed. • Meditation. Meditation is a wonderful tool that can be an aid to objectively reflect upon ourselves. It helps clear out biases and brings us back to the present. It is incredibly powerful and significantly improves our ability to find contradictory proof throughout the day. • Open Communication. Discuss what you felt throughout the day with your friends, partners, or family. By doing this, you have a sounding board to help you assess the validity of the stories you tell yourself. For example, if you interpreted a friend’s reaction in one way, your partner may be able to give you a new way to look at the situation. Talking through challenges with someone who can be open and unbiased often helps to remove the untrue stories we are telling ourselves. There are a variety of ways to implement certain aspects of CBT in our daily lives, but it is essential to step back and do a deep dive when you feel strongly triggered about something. Generally, the more meaning assigned to a situation and the more pain caused by it, the deeper the trigger and the more important it is to address. By following these steps, fundamental change can be seen in all areas of your life.

The executives [listening to the pitches] thought they were evaluating the plans based on rational measures, such as: How original is this idea? How does it fit the current market? How well developed is this plan?” Pentland wrote. “While listening to the pitches, though, another part of their brain was registering other crucial information, such as: How much does this person believe in this idea? How confident are they when speaking? How determined are they to make this work? And the second set of information—information that the business executives didn’t even know they were assessing—is what influenced their choice of business plans to the greatest degree.

If internet and social media can be down for five days and during those five days , you don’t have people to talk to . You need to assess and evaluate your life. No matter how addicted you are on social media, you need to bond with physical people around you. There is no connection that beats human contact. Don’t lose what differentiate us from robots. Allow yourself to feel. Never shutdown your emotions or feelings.

Driver Behavior & Safety Proper driving behavior is vital for the safety of drivers, passengers, pedestrians and is a means to achieve fewer road accidents, injuries and damage to vehicles. It plays a role in the cost of managing a fleet as it impacts fuel consumption, insurance rates, car maintenance and fines. It is also important for protecting a firm’s brand and reputation as most company- owned vehicles carry the company’s logo. Ituran’s solution for driver behavior and safety improves organizational driving culture and standards by encouraging safer and more responsible driving. The system which tracks and monitors driver behavior using an innovative multidimensional accelerometer sensor, produces (for each driver) an individual score based on their performance – sudden braking and acceleration, sharp turns, high-speed driving over speed bumps, erratic overtaking, speeding and more. The score allows fleet managers to compare driver performance, set safety benchmarks and hold each driver accountable for their action. Real-time monitoring identifies abnormal behavior mode—aggressive or dangerous—and alerts the driver using buzzer or human voice indication, and detects accidents in real time. When incidents or accidents occurs, a notification sent to a predefined recipient alerts management, and data collected both before and after accidents is automatically saved for future analysis. • Monitoring is provided through a dedicated application which is available to both fleet manager and driver (with different permission levels), allowing both to learn and improve • Improves organizational driving culture and standards and increases safety of drivers and passengers • Web-based reporting gives a birds-eye view of real-time driver data, especially in case of an accident • Detailed reports per individual driver include map references to where incidents have occurred • Comparative evaluation ranks driving according to several factors; the system automatically generates scores and a periodic assessment certificate for each driver and/or department Highlights 1. Measures and scores driver performance and allows to give personal motivational incentives 2. Improves driving culture by encouraging safer and more responsible driving throughout the organization 3. Minimizes the occurrence of accidents and protects the fleet from unnecessary wear & tear 4. Reduces expenses related to unsafe and unlawful driving: insurance, traffic tickets and fines See how it works:

Women guard against deception. When they are seeking a committed relationship, an important first-line defense is imposing courtship costs by requiring extended time, energy, and costly signals before consenting to sex. More time buys more assessment. It allows a woman greater opportunity to evaluate a man, to assess how committed he is to her, and to detect whether he is burdened by prior commitments to other women and children. Men who seek to deceive women about their ultimate intentions typically tire of extended courtship. They go elsewhere for sex partners who are more readily available.

As I have become more comfortable with extending grace towards myself it has been so much easier to extend grace to others. My assessment is that as I study and evaluate me and who I am, and am becoming, it is easier to accept others for who they are and are becoming.

How much more meaningful is a life designed for spiritual formation, rather than spiritual evaluation. All tests evaluate, and life is no exception. But the most meaningful and productive tests are those that assess with an eye to improvement, that measure in order to remedy, and that improve and prepare us for the next stage in an upward process of advancement. For these reasons, all talk of heaven that operates in terms of earning rather than becoming is misguided. Such ideas misconstrue the nature of God, His grace, and the salvation He offers.

To be governed is to be watched over, inspected, spied on, directed, legislated, regimented, closed in, indoctrinated, preached at, controlled, assessed, evaluated, censored, commanded; all by creatures that have neither the right, nor wisdom, nor virtue … To be governed means that at every move, operation, or transaction one is noted, registered, entered in a census, taxed, stamped, priced, assessed, patented, licensed, authorized, recommended, admonished, prevented, reformed, set right, corrected. Government means to be subjected to tribute, trained, ransomed, exploited, monopolized, extorted, pressured, mystified, robbed; all in the name of public utility and the general good. Then, at the first sign of resistance or word of complaint, one is repressed, fined, despised, vexed, pursued, hustled, beaten up, garroted, imprisoned, shot, machine-gunned, judged, sentenced, deported, sacrificed, sold, betrayed, and to cap it all, ridiculed, mocked, outraged, and dishonoured. That is government, that is its justice and its morality!

Solar Engineering Services, Solar Installation Engineer services in Ahmedabad, Jamnagar, Anand, Surendranagar, Surat, Rajkot, Morbi, Mehsana, Palanpur. Turnkey Solar Solutions Company in Gujarat, Turnkey Solar Power Solutions Ahmedabad, Jamnagar, Anand, Surendranagar, Surat, Rajkot, Morbi, Mehsana, Palanpur • Basic feasibility study and Site assessment • System Design and Review • Performance and Generation Estimates • Liaising with the various local government agencies • Support during construction and installation • & M assessment and Review • Performance evaluation and monitoring

Many females have a problem not only with stereotypes, but with other people’s opinions of them in general. They trust them too much... This vulnerability afflicts many of the most able, high-achieving females. Why should this be? When they’re little, these girls are often so perfect, and they delight in everyone’s telling them so. They’re so well behaved, they’re so cute, they’re so helpful, and they’re so precocious. Girls learn to trust people’s estimates of them. “Gee, everyone’s so nice to me; if they criticize me, it must be true.” Even females at the top universities in the country say that other people’s opinions are a good way to know their abilities. Boys are constantly being scolded and punished. When we observed in grade school classrooms, we saw that boys got eight times more criticism than girls for their conduct. Boys are also constantly calling each other slobs and morons. The evaluations lose a lot of their power. Even when women reach the pinnacle of success, other people’s attitudes can get them... The fixed mindset, plus stereotyping, plus women’s trust in people’s assessments: I think we can begin to understand why there’s a gender gap in math and science. That gap is painfully evident in the world of high tech. Julie Lynch, a budding techie, was already writing computer code when she was in junior high school. Her father and two brothers worked in technology, and she loved it, too. Then her computer programming teacher criticized her. She had written a computer program and the program ran just fine, but he didn’t like a shortcut she had taken. Her interest evaporated. Instead, she went on to study recreation and public relations. Math and science need to be made more hospitable places for women. And women need all the growth mindset they can get to take their rightful places in these fields.

Over the next couple of years, Cole and the rest of psychiatry settled on a trial design for testing psychotropic drugs. Psychiatrists and nurses would use “rating scales” to measure numerically the characteristic symptoms of the disease that was to be studied. Did a drug for schizophrenia reduce the patient’s “anxiety”? His or her “grandiosity”? “Hostility”? “Suspiciousness”? “Unusual thought content”? “Uncooperativeness”? The severity of all of those symptoms would be measured on a numerical scale and a total “symptom” score tabulated, and a drug would be deemed effective if it reduced the total score significantly more than a placebo did within a six-week period. At least in theory, psychiatry now had a way to conduct trials of psychiatric drugs that would produce an “objective” result. Yet the adoption of this assessment put psychiatry on a very particular path: The field would now see short-term reduction of symptoms as evidence of a drug’s efficacy. Much as a physician in internal medicine would prescribe an antibiotic for a bacterial infection, a psychiatrist would prescribe a pill that knocked down a “target symptom” of a “discrete disease.” The six-week “clinical trial” would prove that this was the right thing to do. However, this tool wouldn’t provide any insight into how patients were faring over the long term. Were they able to work? Were they enjoying life? Did they have friends? Were they getting married? None of those questions would be answered. This was the moment that magic-bullet medicine shaped psychiatry’s future. The use of the clinical trial would cause psychiatrists to see their therapies through a very particular prism, and even at the 1956 conference, New York State Psychiatric Institute researcher Joseph Zubin warned that when it came to evaluating a therapy for a psychiatric disorder, a six-week study induced a kind of scientific myopia. “It would be foolhardy to claim a definite advantage for a specified therapy without a two- to five-year follow-up,” he said. “A two-year follow-up would seem to be the very minimum for the long-term effects.

(Back to our halls) Like a dumb ass I went to college, (assuming I pass all my boards. Senior year is almost over, and the calculation is the final test I will take. For the past four months, I’ve had all my various board exams-math, science, oral magic, and written proficiency, sociology and psychology, and photography (a specialty elective)-and I must be getting my scores one-time in the next few weeks ago it was not long ago or so it seems to me. Solitary of them will become my husband after I graduate, girls who don’t pass get paired and married right out of high school.) The evaluators will do their best to match me with people who received a similar score in the evaluations. As much as possible they try to avoid any huge disparities in intelligence, temperament, social background, and age. Of development you do hear occasional horror stories: cases, where a poor seventeen-year-old girl is given to a wealthy old man, is the delirium dream, which is dumb, dumb, dumb. The stairs let out their awful moaning, Jenny, appears before me. She is nine and tall for her age, but very thin: all angles and elbows, her chest caving in like a warped sheet pan. It’s terrible to say, but I don’t like her very much. She has the same pinched look as her mother did. The assessment is the last step, so I can get paired, paid, and laid, in the coming months, the evaluators will send me a list of four or five approved matches.

This tendency matters because it compromises self-awareness, and it trips us up across all kinds of settings. Look what happened when economists evaluated the operations and management practices of thousands of companies across a wide range of industries and countries, and compared their assessments with managers’ self-ratings:

was increasingly convinced that The Science needed a Red Team exercise, a concept I’d already been refining for a few years. In such an exercise, a group of scientists (the “Red Team”) would be charged with rigorously questioning one of the assessment reports, trying to identify and evaluate its weak spots. In essence, a qualified adversarial group would be asked “What’s wrong with this argument?” And, of course, the “Blue Team” (presumably the report’s authors) would have the opportunity to rebut the Red Team’s findings. Red Team exercises are commonly used to inform high-consequence decisions such as testing national intelligence findings or validating complex engineering projects like aircraft or spacecraft; they’re also common in cybersecurity.

Marks are a currency with which we buy knowledge. Currency (marks) does not know whether you pick up what you ordered.

These questions miss the point. There is a kind of longing for a display of Jesus’s power that is entirely godly, submissive, perhaps even desperate. There is another kind that puts the person making the request into the driver’s seat. Some want to see Jesus perform a sign so that they can evaluate him, assess his claims, test his credentials.

Yet if the empirical pattern clashes with your ideology, math prowess is no longer an asset; it actually becomes a liability. The better you are at crunching numbers, the more spectacularly you fail at analyzing patterns that contradict your views. If they were liberals, math geniuses did worse than their peers at evaluating evidence that gun bans failed. If they were conservatives, they did worse at assessing evidence that gun bans worked.

EVALUATE. LONG EXPERIENCE HAD TAUGHT ME TO EVALUATE and assess. When the unexpected gets dumped on you, don’t waste time. Don’t figure out how or why it happened. Don’t recriminate. Don’t figure out whose fault it is. Don’t work out how to avoid the same mistake next time. All of that you do later. If you survive. First of all you evaluate. Analyze the situation. Identify the downside. Assess the upside. Plan accordingly. Do all that and you give yourself a better chance of getting through to the other stuff later.

we are not immune to the voices of others. We depend strongly on teachers' assessments & understandings of our children. We evaluate our children according to what seems 'normal' in our society. For many low-income parents, a sense of resignation sets in. An acceptance of a child's poor results & lacks come to define the dynamic within the family.

A fascinating aspect of humans is their perpetual and relentless appraisal of fellow humans in many instances for centuries beyond the physical demise of an individual. New evidences about a life, long confined to sepulchre or consigned to fire, are discovered and analysed; old myths are demolished and discarded. Through such continuous re-evaluations and impassioned assessments in light of their own changed world view, every generation arrives at their own list of heroes, villains, gods, and devils. A person unheralded or even declared a wastrel in his or her lifetime could well be declared a visionary by the future generations, a declared visionary could be downgraded to the status of a cheat, a hero could become a villain, and vice versa. Over the longer term, the outcome of the game of fame is almost impossible to predict, left as it is to the ruthless judgement of future generations after one’s death.

It is more than a framework for evaluation. It is a framework for motivation and a framework for achievement.

Phase Activities Action Establish relationships and common agenda between all stakeholders Collaboratively scope issues and information Agree on time-frame Reflection On research design, ethics, power relations, knowledge construction process, representation and accountability Action Build relationships Identify roles, responsibilities and ethics procedures Establish a Memorandum of Understanding Collaboratively design research process and tools Discuss and identify desired action outcomes Reflection On research questions, design, working relationships and information requirements Action Work together to implement research process and undertake data collection Enable participation of others Collaboratively analyse information generated Begin planning action together Reflection On research process Evaluate participation and representation of others Assess need for further research and/or various action options Action Plan research-informed action which may include feedback to participants and influential other Reflection Evaluate action and process as a whole Action Identify options for further participatory research and action with or without academic researchers Figure 2.1 Key stages in a typical PAR process

No Some Yes G. Overall Performance Objective Is the performance objective: ___ ___ ___ 1. Clear (you/others can construct an assessment to test learners)? ___ ___ ___ 2. Feasible in the learning and performance contexts (time, resources, etc)? ___ ___ ___ 3. Meaningful in relation to goal and purpose for instruction (not insignificant)? H. (Other) ___ ___ ___ 1. Your complete list of performance objectives becomes the foundation for the next phase of the design process, developing criterion-referenced test items for each objective. The required information and procedures are described in Chapter 7. Judge the completeness of given performance objectives. Read each of the following objectives and judge whether it includes conditions, behaviors, and a criterion. If any element is missing, choose the part(s) omitted. 1. Given a list of activities carried on by the early settlers of North America, understand what goods they produced, what product resources they used, and what trading they did. a. important conditions and criterion b. observable behavior and important conditions c. observable behavior and criterion d. nothing 2. Given a mimeographed list of states and capitals, match at least 35 of the 50 states with their capitals without the use of maps, charts, or lists. a. observable response b. important conditions c. criterion performance d. nothing 3. During daily business transactions with customers, know company policies for delivering friendly, courteous service. a. observable behavior b. important conditions c. criterion performance d. a and b e. a and c 4. Students will be able to play the piano. a. important conditions b. important conditions and criterion performance c. observable behavior and criterion performance d. nothing 5. Given daily access to music in the office, choose to listen to classical music at least half the time. a. important conditions b. observable behavior c. criterion performance d. nothing Convert instructional goals and subordinate skills into terminal and subordinate objectives. It is important to remember that objectives are derived from the instructional goal and subordinate skills analyses. The following instructional goal and subordinate skills were taken from the writing composition goal in Appendix E. Demonstrate conversion of the goal and subordinate skills in the goal analysis by doing the following: 6. Create a terminal objective from the instructional goal: In written composition, (1) use a variety of sentence types and accompanying punctuation based on the purpose and mood of the sentence, and (2) use a variety of sentence types and accompanying punctuation based on the complexity or structure of the sentence. 7. Write performance objectives for the following subordinate skills: 5.6 State the purpose of a declarative sentence: to convey information 5.7 Classify a complete sentence as a declarative sentence 5.11 Write declarative sentences with correct closing punctuation. Evaluate performance objectives. Use the rubric as an aid to developing and evaluating your own objectives. 8. Indicate your perceptions of the quality of your objectives by inserting the number of the objective in either the Yes or No column of the checklist to reflect your judgment. Examine those objectives receiving No ratings and plan ways the objectives should be revised. Based on your analysis, revise your objectives to correct ambiguities and omissions. P

LEADERSHIP ABILITIES Some competencies are relevant (though not sufficient) when evaluating senior manager candidates. While each job and organization is different, the best leaders have, in some measure, eight abilities. 1 STRATEGIC ORIENTATION The capacity to engage in broad, complex analytical and conceptual thinking 2 MARKET INSIGHT A strong understanding of the market and how it affects the business 3 RESULTS ORIENTATION A commitment to demonstrably improving key business metrics 4 CUSTOMER IMPACT A passion for serving the customer 5 COLLABORATION AND INFLUENCE An ability to work effectively with peers or partners, including those not in the line of command 6 ORGANIZATIONAL DEVELOPMENT A drive to improve the company by attracting and developing top talent 7 TEAM LEADERSHIP Success in focusing, aligning, and building effective groups 8 CHANGE LEADERSHIP The capacity to transform and align an organization around a new goal You should assess these abilities through interviews and reference checks, in the same way you would evaluate potential, aiming to confirm that the candidate has displayed them in the past, under similar circumstances.

( O1O'2920'8855 )PCASH( O1O'2920'8855 ) such as the Integrity Assessment, Anti-corruption Competitiveness Evaluation, and Corruption Impact Assessment, and has been targeting the central and local governments and the public corporations of Indonesia since 2008.

Anti-Corruption Competitiveness Evaluation Purpose and Basic Direction The purpose of the Anti-Corruption Competitiveness Evaluation (ACE) is to assess the appropriateness and effectiveness of the anti-corruption initiatives

The original name of the Evaluation was the Anti- Corruption Initiative Assessment, but the ACRC changed it to the Anti-Corruption Competitiveness Evaluation in

the Anti-Corruption Competitiveness Evaluation on public organizations, the Commission strived for the assessment to be stably settled, by assessing whether

Section3. Evaluation of Integrity Levels and Anti-Corruption Competitiveness 1. Integrity Assessment for Public Organizations Overview Since 2012, the Integrity Assessment on public organizations has been conducted every year, according to Article

The purposes of conducting assessment of integrity levels of public organizations are: 1) to evaluate the integrity levels of public organizations at every level in an objective and scientific way; 2) to identify

And sometimes, evaluations contain judgments that go beyond the assessment itself: Not only didn’t you qualify in the backstroke, but you were naïve to think you would, and so, once again, you’ve fallen short of your potential. The judgment that you are naïve or falling short is not based on the assessment—the outcome of the race. It’s an additional layer of opinion on top of it. And it is the bullwhip of negative judgment—from ourselves or others—that produces much of our anxiety around feedback.

God wanted to hear Ezekiel’s answer, just as He sometimes wants us to carefully assess the true potential in whatever difficult situation lies before us. Perhaps we’ve concluded that a way out or a remedy or a resolution is impossible. Our condition or our circumstances seem hopeless. But is that really the case? God was challenging Ezekiel to carefully evaluate the situation before him. He required a response, so of course Ezekiel gave Him one: “And I answered, ‘O Lord GOD, you know’ ” (37:3).

Sniff, swill, sip 329 words Leading whisky expert Charles MacLean on the underrated art of downing a good Scotch. USE ALL YOUR SENSES We all love a splash of golden liquor now and then, but the fine art of appreciating whisky requires a heightening of the senses. 'Nosing' whisky, a technique employed by blenders, is called sensory evaluation or analeptic assessment. Prior to sipping, examine its colour and 'tears', which are the reams left behind on the glass after you swirl it. Even our sense of hearing can help us judge the whisky; a full bottle should open with a happy little pluck of the cap. APPRECIATE A GOOD MALT Appreciation and enjoyment are two dimensions of downing a stiff one. Identify how you like your whisky (with ice, soda or water) and stick with it. Getting sloshed on blended whisky is all very good, but you will need single malt and an understanding of three simple things to truly cherish your drink. A squat glass with a bulb at the bottom releases the full burst of its aroma when swilled. A narrow rim is an added advantage. Instead of topping the drink with ice, which dilutes the aroma, go for water. NIBBLE, DON'T GOBBLE Small bites pair best with your whisky. It excites the palate minimally, letting you detect the characteristics of the whisky through contrast. If you're not a big fan of food and whisky pairing, skip it. OLD IS GOLD While old whiskies are not necessarily better, it's a known fact that most of the finer whiskies are well-aged. I would consider whiskies that are anywhere between 18 and 50 years as old, but it also depends on the age of the cask. If the cask is reactive, it will dominate the flavours of the whisky within ten years of the ageing process. If you leave the spirit in the cask for much longer, the flavour of the whisky will be overpowered by the wood, lending it a distinct edge. Maclean was in Delhi to conduct the Singleton Sensorial experience.

The factors that determine activity on the Exchange are innumerable, with events, current or expected, often bearing no apparent relation to price variation. Beside the somewhat natural causes for variation come artificial causes: The Exchange reacts to itself, and the current trading is a function, not only of prior trading, but also of its relationship to the rest of the market. The determination of this activity depends on an infinite number of factors. It is thus impossible to hope for mathematical forecasting. Contradictory opinions about these variations are so evenly divided that at the same instant buyers expect a rise and sellers a fall. The calculus of probability can doubtless never be applied to market activity, and the dynamics of the Exchange will never be an exact science. But it is possible to study mathematically the state of the market at a given instant- that is to say, to establish the laws of probability for price variation that the market at the instant dictates. If the market, in effect, does not predict its fluctuations, it does not assess them as being more or less likely, and this likelihood can be evaluated mathematically.

In the case of the entry styles examined here, there are clear cognitive processes in operation. Officers will naturally orient on threats. They will also tend to experience acute stress response (ASR). ASR frequently produces a variety of perceptual distortions including tunnel vision and audio exclusion. The styles of entry can be considered to be the environmental structures. While it may be possible to conduct enough training to overcome the cognitive limitations of the officers (this is the point of much tactical training; Friedland & Keinan, 1992), it is easier to alter the entry style (i.e., structure of the environment) to one that is better adapted to the situation. This approach has also been suggested in other policing situations, such as how investigators can better detect deception (Blair, Levine, Reimer, & McCluskey, 2012). We now turn to discussing the specific entry techniques that dictate exactly where the officers go when they enter the room.

The advantages/disadvantages of these techniques have been the subject of intense debate among police officers. Unfortunately, these debates have not been informed by empirical evidence. Instead, they have taken place informally among the supporters and detractors of the techniques. The most common arguments were discussed by Blair et al. (2013) and are summarized below.

postmodernists' replacement of eternal truths with a story. But there is a profound difference between the two. For the postmodernists, there are many stories, but no overarching truth by which they can be assessed. They are simply stories. The church's affirmation is that the story it tells, embodies, and enacts is the true story and that others are to be evaluated by reference to it.

Evaluate the external environment that affects you to assess the opportunities and threats you face with regard to your mission and objectives. Then, using value chain analysis, conduct an honest inventory of your personal strengths and weaknesses as they relate to that external environment. What actions do your results suggest?

Knowledge (remember) You know enough to be able to recite knowledge by rote (e.g. you can recite the 15 causes of clubbing) Comprehension (understand) You understand the knowledge, so can explain it to others (e.g. you can explain what clubbing is) Application (apply) You can use the knowledge you have to solve problems (you use your knowledge of clubbing to try and work out why the patient in front of you has clubbed fingers) Analysis (analyse) You can use the knowledge you have to compare and contrast with other knowledge and see how it fits in with other people's assumptions and/or hypotheses (e.g. compare and contrast type 1 and type 2 diabetes; compare and contrast the electron as a particle and the electron as an electromagnetic wave) Synthesis (create) You can use knowledge, integrated with other knowledge, to produce new hypotheses (e.g. you know glucose crosses the placenta and that insulin does not; you know that in diabetes glucose tends to run high, so you hypothesise that the baby of a woman with diabetes will produce high levels of insulin itself and so will be at risk of going ‘hypo’ after birth) Evaluation (evaluate) You use your knowledge to assess, critique or judge others

This is despite the fact that the decision to shoot for the entering officers was much easier than the decision would be in the real world. The officers knew there would be a suspect and that the suspect would be armed and hostile. They also knew that no one would be hurt and that disciplinary and/or legal actions would not follow the decision to shoot. These differences should have produced faster firing times for the officers than would be observed in the real world.

In the first part of this work, we examined the impact of using a dump or slice style entry on officer performance. We found that, compared to the slice conditions, officers took approximately twice as long to respond to a second gunman in the dump conditions. Once the officers in the dump conditions detected the second gunman in the room, they were almost 5 times more likely to violate the universal firearms safety rules and commit a priority of fire violation. The first officer also momentarily stalled in the doorway during 18% of the dump entries but never stalled during a slice entry. We did observe more instances of the officers in the slice entry shooting at the innocent suspect in the room, but this difference was not large enough to be confident that it was not the product of chance assignment error. Taken together, we argued that the data suggested that the slice was a better entry style than the dump to teach patrol officers.

The T-Test   CHAPTER OBJECTIVES After reading this chapter, you should be able to Test whether two or more groups have different means of a continuous variable Assess whether the mean is consistent with a specified value Evaluate whether variables

The T-Test   CHAPTER OBJECTIVES After reading this chapter, you should be able to Test whether two or more groups have different means of a continuous variable Assess whether the mean is consistent with a specified value Evaluate whether variables meet test

When your child is tested, the examiner will observe his ability to use language in the course of being evaluated. If a question requires your child to use spoken words to respond (versus drawing or pointing), his expressive language is being assessed. Plus, several subtests are designed to measure a child’s expressive language capacity. When your child is asked, “What is a dog?” the examiner will evaluate the quality of the expressive language he uses in responding.

This suggestion is reinforced by the literature on the decision-making process. In the tactical world, this process is often explained using Boyd’s Cycle (Boyd, 1995). Boyd’s Cycle consists of four distinct steps that all people in competition with each other go through when taking action. The first is observe. The person must see or sense what is happening. The second is orientation. The person must put what she or he has seen into context. The third is decision. The person must choose the action the he or she will take. The fourth is the action. The person must do what he or she has decided to do. Together, the steps are referred to as the OODA loop. It is a loop because, after the action is taken, the process starts all over again. When people are opposing each other, this process is time competitive. The person who is able to maneuver through the loop the fastest will win.

When applied to room entries, the OODA loop suggests that the entering officer will be slower to act than a suspect who is already in the room. The entering officer must first scan the room to see if there are any potential threats. The officer must then put what he or she sees into context (e.g., There is a person with a gun. Are they behaving in a threatening manner? Are there other threats? Is it another police officer?). Then the officer must decide what action to take (e.g., shoot/ don’t shoot, give verbal commands, back out of the room, close distance). Finally, the officer must act. The suspect who has already committed to shooting people has a much shorter process to navigate. The suspect must simply observe the officers entering the room and then shoot. The suspect has already done all of the orientation that is needed and decided on his or her course of action. Therefore, the OODA loop predicts that the suspect will be able to move through the cycle faster than the officer. Given the reaction time and decision-making literature, we predict that officers will not generally be able to shoot before the suspects when conducting room entries. We test this hypothesis in the next chapter.

Normally, making a moral judgment involves at least four specific considerations.6 First, you should consider the action itself. This is usually the focus of a moral judgment but hardly the only aspect of moral evaluation. Second, you should evaluate the motive of the person (called the “moral actor”) performing the action. In some cases the motive is the only difference between two otherwise identical actions. For example, your motive in giving something to someone is often the only difference between a gift and a bribe. Of course, sometimes you might not be able to determine the motive, in which case it cannot be assessed. Third, you should evaluate the consequences of your actions and decisions. Bear in mind, however, that actions may be inherently right or wrong, regardless of the consequences.

Furthermore, if there’s any validity to the community college effect, grades, GPAs, and class rank are completely irrelevant factors when evaluating students for admission to college. Thus, they are also irrelevant factors for assessing learning in the K–12 world.

4. Evaluating an analysis. I sometimes receive business plans for launching a new product with an assessment of the competitive landscape and financial projections for the product’s initial years. In reading those proposals, I home in on the key assumptions in the analysis. The projections are worthless unless the underlying assumptions are well supported.

Andreas Schleicher, who runs the Programme for International Student Assessment exams, a global evaluation of scholastic performance, observed that those scoring highest are Asian countries that have “ownership cultures—a high degree of professional autonomy for teachers … where teachers get to participate in shaping standards and curriculum and have ample time for continuous professional development.

Merck & Co Evaluating a Drug Licensing Opportunity Case Study Solution, This investigates the valuation of a chance to permit a compound before it enters clinical trials. Portrays Merck's choice tree assessment procedure is

Passage Five: From Business Manager to Group Manager This is another leadership passage that at first glance doesn’t seem overly arduous. The assumption is that if you can run one business successfully, you can do the same with two or more businesses. The flaw in this reasoning begins with what is valued at each leadership level. A business manager values the success of his own business. A group manager values the success of other people’s businesses. This is a critical distinction because some people only derive satisfaction when they’re the ones receiving the lion’s share of the credit. As you might imagine, a group manager who doesn’t value the success of others will fail to inspire and support the performance of the business managers who report to him. Or his actions might be dictated by his frustration; he’s convinced he could operate the various businesses better than any of his managers and wishes he could be doing so. In either instance, the leadership pipeline becomes clogged with business managers who aren’t operating at peak capacity because they’re not being properly supported or their authority is being usurped. This level also requires a critical shift in four skill sets. First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes. This is a sophisticated business skill that involves learning to ask the right questions, analyze the right data, and apply the right corporate perspective to understand which strategy has the greatest probability of success and therefore should be funded. The second skill cluster involves development of business managers. As part of this development, group managers need to know which of the function managers are ready to become business managers. Coaching new business managers is also an important role for this level. The third skill set has to do with portfolio strategy. This is quite different from business strategy and demands a perceptual shift. This is the first time managers have to ask these questions: Do I have the right collection of businesses? What businesses should be added, subtracted, or changed to position us properly and ensure current and future earnings? Fourth, group managers must become astute about assessing whether they have the right core capabilities. This means avoiding wishful thinking and instead taking a hard, objective look at their range of resources and making a judgment based on analysis and experience. Leadership becomes more holistic at this level. People may master the required skills, but they won’t perform at full leadership capacity if they don’t begin to see themselves as broad-gauged executives. By broad-gauged, we mean that managers need to factor in the complexities of running multiple businesses, thinking in terms of community, industry, government,

In a section titled “Performance Factors,” Clint had been asked to indicate areas in which I’d exhibited significant strengths, as well as any areas needing development. There were only two areas in which he felt I needed development—organization (probably because he’d ridden in my car) and working more closely with third parties—but he had indicated six major strengths. The first three were creativity, achievement of objectives, and quality of work. No surprises there. The next three strengths—adaptability, communication, and autonomy—seemed a bit ironic. I scrolled down and saw my overall score: Very Good. By definition, this score meant that I had “exceeded objectives in several areas and required only occasional supervision.” I didn’t appreciate the real irony of Clint’s assessment until I looked at my stakeholder map and considered how I might have scored had Kristen conducted a similar evaluation at home. What score would I have received for adaptability? The review form defined this as “being open to change with new circumstances.” Going with the flow. We had just begun to work on my openness to change at home, and I was still learning how to adjust to this new mind-set. Meanwhile, at work, I presented myself as nothing if not adaptable. “Sure, I’ll take a new position on the marketing team.” “Of course I can stay until midnight tonight. Whatever it takes.” “Certainly, Clint, I’ll travel to customers every week. Anything else?” At home, Kristen asked me to help fold laundry and my head almost exploded. I guessed that I would receive Needs Development for that one. How about autonomy and initiative? Clint seemed to think that I was bursting with it, but Kristen would have offered a different opinion. “Initiative? Please. How is me having to remind you to turn off the television and play with the kids initiative? I’ll put you down for a Needs Development,” I imagined her saying. Achievement of objectives would have gotten me a high mark with Kristen, until I scrolled down farther and read the definition, which included the phrase “gets things done efficiently and in a timely manner.” I thought of the Christmas decorations drooping from our eaves. I thought of the countless times Kristen and I had been late for an engagement and she’d found me standing in my boxers in front of the mirror making faces.

There are three main components that can help you track, assess and evaluate your progress a small talk professional honestly. Set and follow up on your goals (track them at every strategic point). Draw the plan of your progress on a continuum of success, and finally Analyse your setbacks and successes. The only part you’ll be able to handle yourself is setting goals, after which you’ll base these objectives on your own capabilities. No

The role of intellectuals and radical activists, then, must be to assess and evaluate, to attempt to persuade, to organize, but not to seize power and rule

Using a reality-based evaluation, assess exactly where you are on each one of your three product goals. On

ECHOCARDIOGRAM (Echo) This test uses an ultrasound device to create a picture of the entire heart. The test evaluates how well the chambers of the heart are pumping and contracting and measures the size of the four chambers of the heart. It shows if the heart is normal sized or enlarged. It also measures the thickness of the heart muscle, which aids in the detection of high blood pressure. An electrocardiogram allows the doctor to take a look at all four valves of the heart. The heart’s valves can be damaged because of rheumatic fever or may show degenerative changes due to aging. These changes can lead to heart murmurs which cause the heart to work harder to pump the same amount of blood. This is one of the best tests doctors have to evaluate the heart at rest. It reveals the “ejection factor”, which is the amount of blood the heart moves with each beat. This should be 55% or more and underlying heart disease often shows up in a lower ejection factor. People with an ejection factor of 35% to 55% can lead a normal life with the help of medication. Below 35%, there is a risk of sudden death and a defibrillator should be installed surgically. A doctor may perform an echocardiogram to Assess the overall function of your heart Discover the presence of many types of heart disease Follow the progress of heart valve disease over time Evaluate the effectiveness of medical or surgical treatments

Regardless of the physical world that a person finds himself or herself mired in, everyone can attempt to control the angle of their psychological reference point through constructive self-evaluation and by conscientiously refining their heightened cognitive viewpoint in order to revise and upgrade their mental autobiography. Apprehending our self and assessing our place in the world is an inherent activity of all human beings. Each one of us must make our own way and determine how to fit into a world that is constantly changing. Each of us posits our perception of a self and makes conjectures regarding how the world functions.

Everybody brainstorms; therefore, brainstorming is good. But does it work? Claims about the success of brainstorming rest on easily tested assumptions. One assumption is that groups produce more ideas than individuals. Researchers in Minnesota tested this with scientists and advertising executives from the 3M Company. Half the subjects worked in groups of four. The other half worked alone, and then their results were randomly combined as if they had worked in a group, with duplicate ideas counted only once. In every case, four people working individually generated between 30 to 40 percent more ideas than four people working in a group. Their results were of a higher quality, too: independent judges assessed the work and found that the individuals produced better ideas than the groups. Follow-up research tested whether larger groups performed any better. In one study, 168 people were either divided into teams of five, seven, or nine or asked to work individually. The research confirmed that working individually is more productive than working in groups. It also showed that productivity decreases as group size increases. The conclusion: “Group brainstorming, over a wide range of group sizes, inhibits rather than facilitates creative thinking.” The groups produced fewer and worse results because they were more likely to get fixated on one idea and because, despite all exhortations to the contrary, some members felt inhibited and refrained from full participation. Another assumption of brainstorming is that suspending judgment is better than assessing ideas as they appear. Researchers in Indiana tested this by asking groups of students to think of brand names for three different products. Half of the groups were told to refrain from criticism and half were told to criticize as they went along. Once again, independent judges assessed the quality of each idea. The groups that did not stop to criticize produced more ideas, but both groups produced the same number of good ideas. Deferring criticism added only bad ideas. Subsequent studies have reinforced this. Research into brainstorming has a clear conclusion. The best way to create is to work alone and evaluate solutions as they occur. The worst way to create is to work in large groups and defer criticism. Steve Wozniak, Steve Jobs’s cofounder at Apple and the inventor of its first computer, offers the same advice: “Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.

In the late afternoon of their life, a precautious person outgrows the fulsome myths that fueled their impressionable youth. Perceived truths of a fawning youth no longer appear self-evident. A previously established cultural script and its lavish adornments that guided me to the crucial midpoint were no longer relevant. Impetuous acts of spontaneity that demarked my boisterous and animated youth were now irresponsible affections. When I aged and encountered the red claws of a carnivorous existence, I grew weary of the bone meal journey into the unknown. I was suspicious of other people, mistrustful of my personal abilities, and contemptuous of my nascent life plan. New truths must be uncovered. I must fuse an innovative philosophy out of the modest pinpoints of experience garnered in traversing the rocky terrain of living a thespian’s stage-managed existence. Reaching a critical juncture in life, I need to make sense of the past, come to terms with the present, take a cold-eyed assessment of my future prospects, and decide what to do.

We did a joint evaluation of video evidence encompassing all possible access points in conjunction with BTP and CLP, and despite widening the parameters of our assessment to include registered and nonregistered cameras in the high probability zones, we have as yet to achieve a positive identification of James Gallagher prior to his appearance at Baker Street” becomes: “We’ve checked every CCTV camera in the system and it’s as if the fucker beamed down from the Starship Enterprise.

Depending on the circumstances, your doctor may order either a vertebral fracture assessment (VFA) or a regular X-ray evaluation of your spine. A VFA is a separate test performed by a DXA machine and is often obtained along with your BMD examination. A VFA allows your doctor to look for compression fractures in your spine without subjecting you to spinal X-rays, which have two hundred times the radiation and cost four times as much.

If you were to zoom way out and look at the six steps of my forecasting method, you would see this duality in play. It’s not a happy accident. Scientific and technological advances depend on both ingenuity and rigorous evaluation. The future of our culture—how we communicate, work, shop, play games, and take care of ourselves—necessarily intersects with the future of science and technology. Daydreaming alone won’t bring new ideas to market; ideas require process engineering and budgeting before they can become tangible. However, too much emphasis on logic and linear thinking will kill moonshots while they’re still on the whiteboard. That is why it’s important to afford equal treatment to each hemisphere, alternating between broad creative thinking and more pragmatic, analytical assessment. When executed completely, the forces are balanced, allowing for innovation while ensuring a check-and-balance system for the future.

A generalized finding was that, by and large, teachers lack expertise in the construction and interpretation of assessments they design and use to evaluate student learning (Marso & Pigge, 1993; Plake & Impara, 1997; Plake, Impara, & Fager, 1993), though this referred primarily to constructing, administering, and interpreting summative assessments.

clear attention to learning goals in terms that are accessible to students, evaluation by means of shared criteria as to where students are in relation to goals, and tailored feedback that offers specific guidance about how to improve.

it is helpful to know the status of your blood-brain barrier. The Cyrex Array 20, which evaluates the response to leaked blood-brain barrier proteins, can assess that. GOAL: Cyrex Array 20 negative.

One way is to assess tissue transglutaminase antibodies in serum, which is a standard blood test. Another is to undergo Cyrex Array 3 testing, which evaluates antibodies to different regions of the two molecules that make up gluten. Sensitivity to rye, barley, sesame, oats, or rice—which can also cause leaky gut—can be evaluated using the Cyrex Array 4.

If a department appreciates that complexity, does well on vigilance, nimbleness, and skill, and therefore excels at spotting emerging problems early and suppressing them before they do much harm, what will success look like? How will such a department demonstrate its crime control expertise? The answer is that evaluation of performance will consist largely of problem-specific project accounts describing emerging crime patterns and what happened to each one. Each project account will describe how the department spotted the problem in the first place, how it analyzed and subsequently understood the problem, what the department and its partners did about the problem, and what happened as a result. Some in policing call that the scanning, analysis, response, and assessment (SARA) model. It is a straightforward problem-oriented account that has little to do with aggregate numbers of any particular kind.

Unistructural Memorize, identify, recognize, count, define, draw, find, label, match, name, quote, recall, recite, order, tell, write, imitate Multistructural Classify, describe, list, report, discuss, illustrate, select, narrate, compute, sequence, outline, separate Relational Apply, integrate, analyse, explain, predict, conclude, summarize (précis), review, argue, transfer, make a plan, characterize, compare, contrast, differentiate, organize, debate, make a case, construct, review and rewrite, examine, translate, paraphrase, solve a problem Extended abstract Theorize, hypothesize, generalize, reflect, generate, create, compose, invent, originate, prove from first principles, make an original case, solve from first principles Table 7.2  Some more ILO verbs from Bloom’s revised taxonomy Remembering Define, describe, draw, find, identify, label, list, match, name, quote, recall, recite, tell, write Understanding Classify, compare, conclude, demonstrate, discuss, exemplify, explain, identify, illustrate, interpret, paraphrase, predict, report Applying Apply, change, choose, compute, dramatize, implement, interview, prepare, produce, role play, select, show, transfer, use Analysing Analyse, characterize, classify, compare, contrast, debate, deconstruct, deduce, differentiate, discriminate, distinguish, examine, organize, outline, relate, research, separate, structure Evaluating Appraise, argue, assess, choose, conclude, critique, decide, evaluate, judge, justify, monitor, predict, prioritize, prove, rank, rate, select Creating Compose, construct, create, design, develop, generate, hypothesize, invent, make, perform, plan, produce

Unexpected emergency plumbers Unexpected emergency plumber is? If your own group, but probably the same dress isn’t in the middle, where they start imitating the pool, the owner most likely to smoke. This is certainly a task that will require a qualified plumber, clean bathrooms and sinks in each backup, and even the simple addition of a new line of right tubes. Unfortunately, there are elements that do not require any old plumber, but a situation of sudden emergency, like H2O uncontrolled always works with tap water and start flooding the marsh peace. However, they are high quality. How can I tell if other service providers should be, or not? Are you sure you need a plumber crisis? Shortly before speaking to the installer should complete the water supply or the probability that the water line, the rack provides back. It is in order to avoid problems with the drinking water. He is not only very welcome to complete the water flow. After the arrest of H2O oneself've, evaluates the circumstances. If the problem is a bathroom fully equipped, bathroom once, until dawn, so the long-term wear’s each washing. He is a very potential and are reluctant to get up early in the morning when you are ready for self-determination, these solutions makes the kitchen sink, toilet and a lounge. In fact, you can get away from high fire call 24 hours a plumber at night for a few hours or during holidays or weekends to stay. In an interview with an unexpected emergency plumbers Unfortunately, when the time of the suspension of H2O and objective analysis and emergency may not be present, created only for contacting unexpected emergency sanitary and easy and to take concerns in writing to the other include some content his hands to keep the person. Preliminary interviews hydraulic range is trying to understand a lot of the other Box difficulties. Other personal data and many other facts themselves can be better able to assess the management of the crisis and the calculation of the payments change. Is a great addition to the amount pipeline management principle affects many, if not yet in a plumber decision. In fact, bought a lot of contact carrier price quotes can also sometimes significant price differences. Also check out the views of the services is in his hands. Some of the costs only in the room, even if they, after maintenance. Well, the result have, as it in this area before the season and it is surprising simply be a monthly bill. Please ask to get the price of maintenance. 24 hours plumber not calculates the direction of providing greater than a cell phone, and requires separate installation scenario earlier selection. But it can be equipped with a direction to select difficulty of defining and thinking about the cost, if he succeeded in presenting the sewage system in unforeseen emergencies. Ask will differ plumber state and talk about their own crisis normal or common prices. If you need to contact the unexpected rescue tend to check an unexpected emergency plumber to the self to take us in the direction of first, so that you can be your own ready to talk to the plumber, one after another, much better, then you determine the value.

To be governed is to be watched over, inspected, spied on, directed, legislated, regimented, closed in, indoctrinated, preached at, controlled, assessed, evaluated, censored, commanded; all by creatures that have neither the right, nor wisdom, nor virtue

Grading: Grading was done based on their performance with objectives. It was a simple “yes” or “no” grade that we could agree on when they came to prove their skill. Student were always allowed to re-evaluate any objective they did not pass at the time of assessment up until the chapter test. Once students earned a “yes,” they kept it, understanding that they were still responsible for that content.

In the course of our personal and professional lives, we often run into situations that appear puzzling at first blush. We cannot see for the life of us why Mr. X acted in a particular way, we cannot understand how the experimental results came out the way they did, etc. Typically, however, within a very short time we come up with an explanation, a hypothesis, or an interpretation of the facts that renders them understandable, coherent, or natural. The same phenomenon is observed in perception. People are very good at detecting patterns and trends even in random data. In contrast to our skill in inventing scenarios, explanations, and interpretations, our ability to assess their likelihood, or to evaluate them critically, is grossly inadequate. Once we have adopted a particular hypothesis or interpretation, we grossly exaggerate the likelihood of that hypothesis, and find it very difficult to see things any other way.

Humankind’s strongest social bonds and actions, including the capacities for cooperation and forgiveness, and for killing and allowing oneself to be killed, are born of commitment to causes and courses of action that are “ineffable”—that is, fundamentally immune to logical assessment for consistency and to empirical evaluation for costs and consequences.

That’s not all. You also get a guaranteed return on your initial investment.” People who were approached with a that’s-not-all story, Burger found, were more likely to buy into it than those who heard the great offer right away. (The that’s-not-all-ing, incidentally, can continue for a while. You need not stop at one.) That’s-not-all is actually a member of a broader set of persuasive tactics, known as disrupt-then-reframe techniques. First you disrupt someone’s understanding of an attempt to influence her, and then you reframe the attempt in a way that makes her more vulnerable to it. Here’s how it works. Harvard psychologist Daniel Gilbert proposes that we understand the world in two stages. First we take it at face value, in order to decipher the sense of what someone is telling us. And then we evaluate it, in order to judge the soundness of what we’ve just deciphered. Disrupt-then-reframe attacks the evaluative part of the process: we don’t have a chance to give a proper assessment because each time we try to do so, the situation changes.

This principle of only hiring people who are better than the ones we currently have means we don’t make desperation hires to fill an open position. And the raise-the-average rule makes hiring decisions surprisingly easy. It’s easy to visualize in your mind the average person in your sales force or on your brewery floor or even in senior management and it’s easy for your intuition to evaluate whether a candidate is better than the average person. Your gut will tell you. If you’re used to traditional hiring, you might feel uncomfortable turning to intuition. Aren’t we taking too big a risk by relying on our gut feelings about somebody rather than rationally assessing facts such as past experience or education? I would counter that we’re fooling ourselves by not relying primarily on intuition. As recent neuroscience has shown, our brains don’t work rationally. If you hook a functional MRI machine to a chess grandmaster, you find that the best of them are not rationally calculating their next moves; they’re imagining what will happen, unconsciously bringing to bear the hundreds of thousands of moves they’ve already seen. They’re arriving at a feeling that guides their actions. They are using the nonrational part of their brain. The quantitatively logical part of your brain is pretty paltry. Just try counting by prime numbers while you’re multiplying other numbers by seventeen. Impossible. But reading emotions by looking at someone’s facial expressions while you’re navigating a crowded sidewalk is easy for your brain.

Once we understand what characteristics are valued (or disdained) in our commu-nities, we assess whether we individually possess more, or less, of them than do others in our communities. We compare ourselves to others to determine how we measure up, and through this social comparison, we evaluate ourselves. In this way, the groups we compare ourselves to—our reference groups—play an important role in shaping how we view ourselve

Why is it [the unexamined life] not worth living? The unexamined life does not ponder questions like this: Who am I? Where am I? What ought I to do? What may I hope? The unexamined life does not evaluate alternative futures. It "lives with the flow." The unexamined life hears no evil and sees no evil. It is devoid of critical self-assessment. The unexamined life stifles the breath of reason. It violates a distinctive human capacity.

Helping a client with all those things is part of your job. But before you can begin-in fact, before that person walks through the door-you must prepare yourself. In many agencies part of your preparation will be reading some documentation on the client. That may be nothing more than a two-line summary of the problem the client has reported and a telephone number you can call to set up an appointment. On the other hand, if the case is being transferred to you, it may mean a huge file that includes a medical history, a psychiatric evaluation, a mental status exam, a biopsychosocial assessment by a previous clinician (or clinicians), that clinician’s progress notes, a report of psychological testing, a diagnostic code, and many other types of information. Whether it is one page or fifty, though, your response ought to be the same: What don’t I know that I need to know? Start making some written notes for yourself, beginning with those questions that you need to have answered before you call the client back to arrange an appointment. For instance, you may want further clarification of her current problem, if possible, so you can be sure she is coming to the right place. You may want to find out if anyone told her there is a fee charged. Or, if the case appears to involve more than one person, you may want to inquire about who should be included in the first interview. You should raise those questions with your supervisor or with the person who had the initial phone contact.

Mountaintop experiences do not mean that I have arrived. Valley experiences do not mean that I am on the wrong path. The only way to “assess” my progress and “evaluate” my wholeness is to look to the Word of God. With my eyes focused on the Word of God my mind will be continually renewed. With continuous renewal of my mind, my words, attitudes, and actions will be transformed. For me, this ongoing transformation is the process of Progressive, Positive, Change.

Any evaluation of who I am is held to the sparseness of who I am without understanding that who I am in union with Who God is renders me capable of being everything that I am not.

The professor is no longer revered for their depth of scholarly knowledge and andragogical skill. Instead, the educator is now at the subjective mercy of an assessment that evaluates how well they pleased the personal and entertainment interests of their students, as opposed to learning objectives, curriculum agendas, and demonstration of learned course skills and theory. When did this paradigm shift from educator to customer service agent begin?

Study Questions Define the terms deaf and hard of hearing. Why is it important to know the age of onset, type, and degree of hearing loss? What is the primary difference between prelingual and postlingual hearing impairments? List the four major types of hearing loss. Describe three different types of audiological evaluations. What are some major areas of development that are usually affected by a hearing impairment? List three major causes of hearing impairment. What issues are central to the debate over manual and oral approaches? Define the concept of a Deaf culture. What is total communication, and how can it be used in the classroom? Describe the bilingual-bicultural approach to educating pupils with hearing impairments. In what two academic areas do students with hearing impairments usually lag behind their classmates? Why is early identification of a hearing impairment critical? Why do professionals assess the language and speech abilities of individuals with hearing impairments? List five indicators of a possible hearing loss in the classroom. What are three indicators in children that may predict success with a cochlear implant? Identify five strategies a classroom teacher can use to promote communicative skills and enhance independence in the transition to adulthood. Describe how to check a hearing aid. How can technology benefit individuals with a hearing impairment?

Study Questions What is the legal definition of blindness? How does it differ from the IDEA definition? What does the Snellen chart assess? What does 20/200 mean? Describe how the eye functions. Define the terms myopia, hyperopia, and astigmatism. List five eye problems common to school-age children. Why is early detection of vision problems important? Describe the social and emotional characteristics of persons with visual impairments. What is functional vision, and how is it evaluated? Define the term learning media. Give three examples of different forms of learning media. In what two educational settings do the majority of students with a visual impairment receive a special education? What are some common educational accommodations that a student with a visual impairment may require? List five signs of possible vision problems in children. Identify three critical issues that must be addressed if an adolescent is to successfully transition to postsecondary education or enter the workforce. Besides cultural differences, what diversity issue must be addressed for parents who are also visually impaired? Identify five technology accommodations that can be provided in high school for a student who is legally blind. Discuss the shortage of orientation and mobility specialists and how a child’s educational plan is affected by a shortage of personnel.

Which Country Has the Best Readers? One of the most comprehensive international reading studies was conducted by Warwick Elley for the International Association for the Evaluation of Educational Achievement (IEA) in 1990 and 1991. Involving thirty-two countries, it assessed 210,000 nine- and fourteen-year-olds.22 Of all those children, which ones read best? For nine-year-olds, the four top nations were: Finland (569), the United States (547), Sweden (539), and France (531). But the U.S. position dropped to a tie for eighth when fourteen-year-olds were evaluated. This demonstrates that American children begin reading at a level that is among the best in the world, but since reading is an accrued skill and U.S. children appear to do less of it as they grow older, their scores decline when compared with countries where children read more as they mature.

Skender's approach contrasts with the basic model most companies follow when it comes to leadership development: identify high-potential people, and then provide them with the mentoring, support, and resources needed to grow to achieve their potential. To identify these high-potential future leaders, each year companies spend billions of dollars assessing and evaluating talent. Despite the popularity of this model, givers recognize that it is fatally flawed in one respect. The identification of talent may be the wrong place to start.

When the first author began his graduate studies in policing, he was consistently surprised by the almost complete lack of rigorous empirical validation (i.e., scientific research) relating to police tactics. He had assumed that police tactics had been well studied; yet, time and time again, he found that validation was lacking despite frequent calls for criminal justice policy and procedures to be rooted in science (Sherman, 1998; Sherman, Farrington, Welsh, & Mackenzie, 2002; Weisburd et al., 2005). Some areas of police practice have, of course, received attention (e.g., routine patrol, hot spots policing, eyewitness identification, and interviewing), but many areas of police practice remain largely untouched.

However, implicit knowledge is not always correct. Kahneman and Klien (2009) have conducted extensive research into decision making and have identified two conditions that are necessary in order for people to develop correct implicit (i.e., intuitive) beliefs. The first is that there must be cues in the environment that provide accurate information about the actual state of things. That is, the environment must be consistent enough for people to be able to make accurate judgments. Making an accurate determination regarding which route is quickest to drive provides many reliable cues. For example, highways will generally be faster than surface streets because highway speed limits are higher and there are no stoplights or stop signs. Being a highway, however, is not a perfect indicator, as there may sometimes be an accident on the highway that makes it slower than the surface street. What is important is that highways are usually faster. If there were frequent accidents on the highway such that it was not usually faster, then highways would not be a reliable indicator for the quickness of a trip.

Additionally, many, if not most, of these assaults did not involve room entries. These statistics show that the opportunity for feedback about room entries for individual officers is extremely limited. Of course, feedback could be obtained through realistic force-on-force training exercises in which officers and role-player suspects engage in simulated gun battles, but many agencies do not engage in this type of training and the lessons learned may be inaccurate, as discussed later.

More generally, the lack of feedback applies to all higher-level use of force situations for officers. While officers are trained in how to properly utilize force, the need for more serious levels of force is rare. For example, the Bureau of Justice Statistics conducted the 2008 Police-Public Contact Survey as a supplement to the National Crime Victimization Survey. An estimated 1.4% of those surveyed had force used or threatened during their most recent contact with law enforcement (BJS, 2008). In a related study, Hickman, Piquero, and Garner (2008) found that 1.5% of police-citizen contacts resulted in either the use of force or the threat of force. Of these cases, only a very small percentage (0.2%) of police-citizen encounters resulted in lethal force (i.e., use of a firearm) being applied or threatened. Geller and Scott (1992) determined that the average officer would have to work 1,299 years in Milwaukee, 694 years in New York City, or 198 years in Dallas to be statistically expected to shoot and kill a suspect.

The competencies most relevant to an SSAO role include assessment, evaluation and research, human and organizational resources, law, policy and governance, and leadership.

But I’ve never seen a free exchange. A gift is something else. I lived for four years in a society without currency, and I never felt that the absence of money made injustice easier to bear. And I can’t forget that the very idea of value had disappeared. Nothing could be estimated, or esteemed, anymore—not human life or anything else. But to assess something, to evaluate it, doesn’t necessarily mean to have contempt for it or to destroy it. Nothing

Light Truck Tyres Repair Serious harm or death may result from a tire disablement, for instance, by tread-belt division and detachment, that is caused by fail to watch the going with security and support information. In the midst of its organization life, a tire encounters an extensive variety of utilization conditions and can be hurt in an extensive variety of ways. This damage can result from punctures, effects, cuts, et cetera.. Tire damage can decrease a tire's essential uprightness. Air hardship realizing underinflated advantage conditions which incite inside essential mischief. Guide damage to tire parts, for instance, flexible and utilizes. Introduction of inward materials to the outside condition and coming to fruition defilement. Light Truck Tyres Repair Acquaintance of internal materials with pressurized air (Intra-dead body pressurization). In this way, tires should be reliably analyzed by the purchaser. An evaluation of the tires should similarly be combined in the midst of routine vehicle bolster strategies. In the occasion that tire hurt is suspected or found, it should be purposely studied by a readied tire genius speedily. A customer should never repair a hurt tire. Only a readied tire ace who can develop his/her assessment as for an escalated and exhaustive appraisal of the specific tire can choose if a particular tire is fitting for repair or should be ousted from advantage. Light Truck Tyres Repair This assessment should in like manner consider the whole organization life history of the tire including development, stack, working conditions, et cetera .. If the tire master repairs the tire, by then heshould totally take after all reasonable national tire industry repair standards with respect to the audit methodology and repair procedures. Territory isn't responsible for the master's decisions or the repaired tire. Terrain advises that a repair to one concerning its tires invalidates the maker's assurance.

We tend to see ourselves through other people’s eyes. We respond to how other people actually treat us as well as to an imaginary audience of people who we presume are judging us. Even living in total isolation of other people, I would construct a sense of personal identity based upon how I thought other people would evaluate me if ‘they could only see me now.

Selfhood allows a person to hold a sense of a personal narrative comprising of a sequential autobiography of his or her life experiences. Selfhood embraces a social identity, a moral identity, emotional identity, behavioral identity, and an ethical identity. Selfhood comprises other feelings related to self-esteem. Selfhood entails numerous personal assessments and its spackled span includes evaluation of a person’s abilities in relation to other people. Selfhood includes comparing and rating a person’s level of intelligence, personality quirks, and physical powers with respect to other people. It also encompasses a personal image of a person’s body type, and a lengthily list of other observable facts including assessing a person’s comparative physical, mental, and psychological strengths and deficits.

Every person gauges his or her own personality. Self-evaluation includes reviewing a person’s conception of a self from a wide variety of viewpoints including if said person is an insider or an outsider, religious or nonreligious, partisan or nonpartisan, and vegetarian or meat eater. Self-assessment of who we are usually takes into consideration many principles including when compared to other persons, what specific personality factors a person exhibits. Combinations of personality factors establish every person’s recognizable temperament, which assist people achieve a recognizable personality and a sense of self-identity.

The correct approach is to start with the environment and then analyze the organization. The first step is to assess the organization’s external environment, looking for emerging threats and potential opportunities. Naturally this assessment must be conducted by people who are grounded in the reality of the organization and knowledgeable about its environment. Having identified potential threats and opportunities, the group should next evaluate them with reference to organizational capabilities. Does the organization have weaknesses that make it particularly vulnerable to specific threats? Does the organization have strengths that would permit it to pursue specific opportunities? The final step is to translate these assessments into a set of strategic priorities, blunting critical threats and pursuing high-potential opportunities. These are then the inputs to a more extensive strategic planning process. The confusion that has flowed from naming the method SWOT is so pervasive that a name change is probably in order. The alternative? Call it TOWS, so that people get the right cues about the best order for conducting the process.

Segmentation: Consumers’ purchasing behavior and attitudes towards brands differ from one market sector to another, depending largely on product-, market- and distribution-related factors. For this reason, the value of a brand can only be determined precisely through the separate assessment of individual segments that represent a homogenous customer group. Apart from this, brand management can only obtain the insights it needs to increase the brand’s value systematically if the brand has been evaluated in all its segments.

It focuses on the need for comprehensive assessment and describes in detail the theory, processes, and instrumentation of forensic risk assessment,

Core subjects include English, reading, and language arts; world languages; arts; mathematics; economics; science; geography; history; and government and civics. Learning and innovation skills are those possessed by students who are prepared for the 21st century and include creativity and innovation, critical thinking and problem solving, and communication and collaboration. Information, media, and technology skills are needed to manage the abundance of information and also contribute to the building of it. These include information literacy; media literacy; and information, communications, and technology (ICT) literacy. Life and career skills are those abilities necessary to navigate complex life and work environments. These include flexibility and adaptability, initiative and self-direction, social and cross-cultural skills, productivity and accountability, and leadership and responsibility.

In a 2009 paper, the Organisation for Economic Co-operation and Development (OECD) described skills and competencies that young people require in order to benefit from and contribute to a rapidly changing world. The OECD distinguishes these by defining skills as the ability to perform tasks and solve problems. Skills include critical thinking, responsibility, decision making, and flexibility. They define competencies as the ability to apply skills and knowledge in a specific context such as school or work. The OECD framework for 21st century skills and competencies has three dimensions: Figure 1.2 Center for Public Education Source: Jerald (2009). Used with permission. Information: This dimension includes accessing, selecting, evaluating, organizing, and using information in digital environments. Use of the information involves understanding the relationships between the elements and generation of new ideas. The competencies necessary to effectively use information include research and problem-solving skills. Communication: This dimension includes the ability to exchange, critique, and present information, and also the ability to use tools and technologies in a reflective and interactive way. The requisite skills are based on sharing and transmitting information to others. Ethics and Social Impact: This dimension involves a consideration of the social, economic, and cultural implications of technologies, and an awareness of the impact of one’s actions on others and the larger society. Skills and competencies required for this are global understanding and personal responsibility.

For women, feeling like a fraud is a symptom of a greater problem. We consistently underestimate ourselves. Multiple studies in multiple industries show that women often judge their own performance as worse than it actually is, while men judge their own performance as better than it actually is. Assessments of students in a surgery rotation found that when asked to evaluate themselves, the female students gave themselves lower scores than the male students despite faculty evaluations that showed the women outperformed the men.4 A survey of several thousand potential political candidates revealed that despite having comparable credentials, the men were about 60 percent more likely to think that they were “very qualified” to run for political office.5 A study of close to one thousand Harvard law students found that in almost every category of skills relevant to practicing law, women gave themselves lower scores than men.6 Even worse, when women evaluate themselves in front of other people or in stereotypically male domains, their underestimations can become even more pronounced.7

Dulles had arranged to send Dr. Cameron to Nuremberg to assess the mental state of Rudolf Hess prior to his trial. In May 1941, the Deputy Fuhrer had flown to Scotland with the avowed aim of ending the war. Hess had been brought to Nuremberg to stand trial with other Nazi leaders, having been pronounced sane by a British psychiatrist. The Americans and the Russians were co-prosecutors in the war crimes trial and insisted on their own psychiatric evaluation. On a late autumn day in 1945, Dr. Cameron arrived in Nuremberg a city which had been the nursery of Nazism. Over dinner in the cavernous dining room of the refurbished Grand Hotel, Dulles told Dr. Cameron an astounding story. He said he had reason to believe that the man Dr. Cameron was to examine was not Rudolf Hess but an impostor. The real Deputy-Fuhrer had been secretly executed on Churchill’s orders. Dulles explained how Dr. Cameron could confirm the point by a simple physical examination of the man’s torso. If he was the genuine Hess, there should be scar tissue over his left lung, a legacy from the day the young Hess had been wounded in World War I. Dr. Cameron had agreed to try to physically examine the prisoner.

In a tiny number of places I have added a personal recollection in a footnote. But I have kept them out of the text. Personal anecdote and historical evaluation are in my view best kept apart. Leaving aside the frailties of memory, most of what passes by on a daily basis has only ephemeral resonance. Assessment of the significance of major occurrences nearly always requires not just detailed knowledge but the passage of time in which to digest it.

As a sensory device, the tendon organ is a close partner to the muscle spindle in the assessment of the specific activity of every one of my alpha motor units. The anulospiral element of the spindle measures the length of a muscle’s fibers, and the speed with which that length is changing. Adding to this information, the Golgi tendon organs measure the tensions that are developed as a result of these changing lengths. The degree of distortion in the parallel zig-zag collagen bundles is a precise gauge of the force with which a muscle is actually pulling on the bone to which it is attached. Such a gauge is really necessary in order to fully and accurately assess the net amount of work force actually being delivered by a muscle, as opposed to merely knowing now much and how fast it is lengthening or shortening. I can shorten my bicep exactly the same distance at exactly the same speed, whether there is a book in my hand or not, and my spindles will register identical information in either case. It is only the differing stress placed upon the tendon organ during the gesture which announces and evaluates the added weight of the book.

In the realm of financial markets, volatility is an inherent characteristic. Prices of stocks, commodities, and other securities can experience significant fluctuations within short periods. To manage such volatility and protect the interests of investors, circuit breakers are implemented. These circuit breakers impose upper and lower limits on price movements, which temporarily halt trading. In this blog post, we will explore the concept of upper and lower circuit limits, their purpose, and how they impact the functioning of financial markets. Defining Upper and Lower Circuit Limits Upper and lower circuit limits are predetermined price thresholds that trigger temporary trading halts. These limits are set by exchanges or regulatory bodies to prevent extreme price movements and provide stability to the market. When the price of a security reaches or breaches the upper or lower circuit limit, trading is paused for a specified period. This allows market participants to reevaluate their positions and absorb the information driving the price volatility. The Purpose of Circuit Breakers: The primary objective of circuit breakers is to safeguard the financial markets from excessive price volatility and potential panic selling or buying. These mechanisms help prevent extreme price movements that could be detrimental to market stability and investor confidence. By temporarily halting trading, circuit breakers provide a cooling-off period, allowing participants to assess new information and avoid making impulsive decisions. Moreover, circuit breakers ensure orderly trading and prevent the market from being dominated by high-frequency trading strategies that thrive on short-term price fluctuations. They offer investors an opportunity to reassess their strategies and risk exposure, reducing the likelihood of knee-jerk reactions based on short-term market movements. Understanding the Upper Circuit Limit : The upper circuit limit represents the maximum price movement permitted for security within a trading session. When the price of a security reaches or surpasses the upper circuit limit, trading in that security is halted. The upper circuit limit aims to prevent excessive speculative buying and provides a pause for market participants to analyze the new information or demand driving the price surge. During the trading halt, market participants can evaluate the situation, adjust their strategies, and determine whether to buy, sell, or hold the security when trading resumes. The duration of the halt varies depending on the exchange or regulatory body and is typically predetermined. Understanding the Lower Circuit Limit: Conversely, the lower circuit limit represents the minimum price movement allowed for security. When the price of a security falls to or breaches the lower circuit limit, trading is halted. The lower circuit limit is designed to prevent panic selling and provides market participants with an opportunity to reassess their positions. Similar to the upper circuit limit, the duration of the trading halt triggered by a lower circuit limit breach is typically predetermined. During this time, investors can evaluate the reasons behind the price decline, analyze market conditions, and make informed decisions. Impact of Circuit Breakers on Financial Markets: Circuit breakers play a crucial role in maintaining market stability, particularly during periods of heightened volatility and uncertainty. By temporarily halting trading, they allow time for market participants to process new information, reassess their positions, and avoid making impulsive decisions based on short-term price movements. Circuit breakers also facilitate the restoration of liquidity in the market. When trading is halted, market makers and other participants have an opportunity to recalibrate their pricing and liquidity provision strategies, which can help smooth out price discrepancies and enhance market efficiency.

Sometimes, when I was tired of working, I would go to the Museum of Modern Art. Standing before the great pageant of art history, I would gaze on the works that have survived beyond their times, analy-sing and evaluating them as if trying to solve mathematical puzzles, attempting to assess them in the context of the societies and times that had engendered them; but then I would return to myself and, in trying to consider the next starting point for my work, always find myself faced with the difficulty of reading my own future.

Are damaging data practices and systems capable of reform? Re-evaluate your relationship to data and assess whether existing practices and systems are capable of reform. If reform seems possible, question who is best placed undertake this work. When reform fails, or efforts to reform risk keeping a damaging system alive for longer, consider if an abolitionist approach might put data in the hands of those most in need.

Warmth, simply put, is goodwill toward others. Warmth tells us whether or not people will want to use whatever power they have in our favor. Being seen as warm means being perceived as any of the following: benevolent, altruistic, caring, or willing to impact our world in a positive way. Warmth is assessed almost entirely through body language and behavior; it’s evaluated more directly than power.

Consumer Assessment of Healthcare Providers and Systems (CAHPS) This survey initiative began in 1995, before the Agency became involved in patient safety, in response to the recognition that quality of care issues that are important to consumers, such as communication skills of providers and ease of access to healthcare, were often overlooked. The obvious way to find out about them was to ask patients. The Agency began to fund, oversee, and work closely with a consortium of research organizations to conduct research on patient experience and develop the survey. The survey has since been expanded to ask patients to evaluate their experiences with health plans, providers, and healthcare facilities regarding care coordination , shared decision-making, and patient engagement . The survey is now widely used by healthcare organizations, health plans, purchasers, consumer groups, and accreditation organizations to evaluate providers and improve quality and safety of care. It has been a major factor in teaching clinicians and hospitals to be more aware of patient’s concerns and to engage them more meaningfully in their care. It has magnified their voice

While I think that atheism, agnosticism, and theism are all rationally permissible, I am an atheist: when I make the best evaluation that I can of all of the relevant considerations, I come down on the side of the claim that there are no gods. But I do not suppose that all sufficiently thoughtful, intelligent, and well-informed people will — or must — agree with me in this judgement. When we consider the best cases for atheism, agnosticism and theism, there are many, many points where we are required to make judgements; and it is the accumulation of those many, many judgements that feeds into our overall assessment

Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

Then there is before us the matter of not the required two but nine separate application essays, some of which of nearly monograph-length, each without exception being—’ different sheet—‘the adjective various evaluators used was quote “stellar”—’ Dir. of Comp.: ‘I made in my assessment deliberate use of lapidary and effete.’ ‘—but in areas and with titles, I’m sure you recall quite well, Hal: “Neoclassical Assumptions in Contemporary Prescriptive Grammar,” “The Implications of Post-Fourier Transformations for a Holographically Mimetic Cinema,” “The Emergence of Heroic Stasis in Broadcast Entertainment”—’ ‘ “Montague Grammar and the Semantics of Physical Modality”?’ ‘ “A Man Who Began to Suspect He Was Made of Glass”?’ ‘ “Tertiary Symbolism in Justinian Erotica”?’ Now showing broad expanses of recessed gum. ‘Suffice to say that there’s some frank and candid concern about the recipient of these unfortunate test scores, though perhaps explainable test scores, being these essays’ sole individual author.

It is impossible for one who is lodged in mundane consciousness to evaluate definitively the competence of any guide to transformation and transcendence, without having already attained to an equal degree of transcendence. No number of “objective” criteria for assessment can remove this “Catch-22” dilemma. Therefore the choice of a guide, path, or group will remain in some sense a subjective matter. Subjectivity, however, has many modes, from self-deluding emotionality to penetrating, illuminative intuition. Perhaps the first job of the seeker would best be to refine that primary guide, one’s own subjectivity.10 Ram Dass (Richard Alpert), who has functioned on both sides of the fence (as a devotee of Neem Karoli Baba and as a teacher in his own right), has made the following complementary observation: Some people fear becoming involved with a teacher. They fear the possible impurities in the teacher, fear being exploited, used, or entrapped. In truth we are only ever entrapped by our own desires and clingings. If you want only liberation, then all teachers will be useful vehicles for you. They cannot hurt you at all.11 This is true only ideally. In practice, the problem is that in many cases students do not know themselves sufficiently to be conscious of their deeper motivations. Therefore they may feel attracted precisely to the kind of teacher who shares their own “impurities”—such as hunger for power—and hence have every reason to fear him or her. It seems that only the truly innocent are protected. Although they too are by no means immune to painful experiences with teachers, at least they will emerge hale and whole, having been sustained by their own purity of intention. Accepting the fact that our appraisal of a teacher is always subjective so long as we have not ourselves attained his or her level of spiritual accomplishment, there is at least one important criterion that we can look for in a guru: Does he or she genuinely promote disciples’ personal and spiritual growth, or does he or she obviously or ever so subtly undermine their maturation? Would-be disciples should take a careful, levelheaded look at the community of students around their prospective guru. They should especially scrutinize those who are closer to the guru than most. Are they merely sorry imitations or clones of their teacher, or do they come across as mature men and women? The Bulgarian spiritual teacher Omraam Mikhaёl Aїvanhov, who died in 1986, made this to-the-point observation: Everybody has his own path, his mission, and even if you take your Master as a model, you must always develop in the way that suits your own nature. You have to sing the part which has been given to you, aware of the notes, the beat and the rhythm; you have to sing it with your voice which is certainly not that of your Master, but that is not important. The one really important thing is to sing your part perfectly.

The Future of AI in the Stock Market: Predictions and Trends The capacity of AI to increase accuracy is one of the major benefits of this technology in stock market forecasting. Huge volumes of data, both structured and unstructured, may be processed and analysed by AI algorithms to spot patterns and trends that human analysts might miss. As an AI language model, I don't have real-time data, and my knowledge is limited to information available up until September 2021. However, I can provide some predictions and trends that were relevant at that time regarding the future of AI in the stock market. 1) AI will be used increasingly often in investment decision-making as computers powered by AI have the potential to analyse enormous volumes of financial data more quickly and effectively than human traders. More financial organisations and individual investors are anticipated to utilise AI for making investment decisions as AI technologies advance and earn trust. 2)Robo-Advisors: Robo-advisors are automated platforms that manage financial portfolios using AI algorithms. To build custom portfolios, these platforms evaluate investors' risk appetite and financial objectives. Since robo-advisors are more affordable, accessible, and convenient than conventional financial advisory services, their popularity is predicted to increase. 3) For the purpose of assessing market sentiment and spotting prospective investment opportunities or hazards, AI can analyse news articles, social media messages, and other text-based data. Using NLP-powered algorithms, traders may better understand market mood and respond to breaking news. 4) Algorithmic trading, commonly referred to as "algo trading," is anticipated to expand further. Algorithms powered by AI can carry out trades quickly while responding to opportunities and market conditions in real-time. These algorithms can be applied to market making, arbitrage, and other trading techniques. 5 ) AI can use historical data and market trends to analyse investment portfolios to identify potential dangers. AI-powered risk management solutions can offer more precise portfolio risk evaluations, enabling investors to make smarter decisions. 6) Transparency and interpretability are going to be more and more important as AI becomes more common in the stock market. Explainable AI strategies seek to offer defensible justifications for AI-driven judgements, which is essential in fostering confidence among regulators and investors. 7) In order to get insights into market trends and business performance, AI can help with the analysis of alternative data sources including satellite imaging, social media, and IoT-generated data. The adoption of such alternative data can give investment decision-makers a competitive edge. Conclusion - While AI holds tremendous promise for revolutionising the stock market, it's important to acknowledge that there may be challenges and risks as well. These include potential biases in AI algorithms, increased systemic risks due to algorithmic trading, and the need for continuous monitoring and oversight by regulators. The future of AI in the stock market is expected to be a blend of benefits and problems, needed careful navigation and responsible deployment as technology develops and AI systems become more complex.

You should set up a system of regular checkpoints to assess how the tour of duty is going for both parties (see figure 4-1). These checkpoints could be held at regular intervals (e.g., quarterly) or could be tied to specific milestones in the overall project plan associated with the tour of duty. Either way, the goal is to provide an explicit forum for jointly evaluating progress toward both parties’ desired results. This enables course corrections as necessary. Remember, it’s a bidirectional conversation: the company talks about the employee’s contributions and the employee talks about whether the company is helping him meet his career goals.

When Bouchard’s twin-processing operation was in full swing, he amassed a staff of eighteen—psychologists, psychiatrists, ophthalmologists, cardiologists, pathologists, geneticists, even dentists. Several of his collaborators were highly distinguished: David Lykken was a widely recognized expert on personality, and Auke Tellegen, a Dutch psychologist on the Minnesota faculty, was an expert on personality measuring. In scheduling his twin-evaluations, Bouchard tried limiting the testing to one pair of twins at a time so that he and his colleagues could devote the entire week—with a grueling fifty hours of tests—to two genetically identical individuals. Because it is not a simple matter to determine zygosity—that is, whether twins are identical or fraternal—this was always the first item of business. It was done primarily by comparing blood samples, fingerprint ridge counts, electrocardiograms, and brain waves. As much background information as possible was collected from oral histories and, when possible, from interviews with relatives and spouses. I.Q. was tested with three different instruments: the Wechsler Adult Intelligence Scale, a Raven, Mill-Hill composite test, and the first principal components of two multiple abilities batteries. The Minnesota team also administered four personality inventories (lengthy questionnaires aimed at characterizing and measuring personality traits) and three tests of occupational interests. In all the many personality facets so laboriously measured, the Minnesota team was looking for degrees of concordance and degrees of difference between the separated twins. If there was no connection between the mean scores of all twins sets on a series of related tests—I.Q. tests, for instance—the concordance figure would be zero percent. If the scores of every twin matched his or her twin exactly, the concordance figure would be 100 percent. Statistically, any concordance above 30 percent was considered significant, or rather indicated the presence of some degree of genetic influence. As the week of testing progressed, the twins were wired with electrodes, X-rayed, run on treadmills, hooked up for twenty-four hours with monitoring devices. They were videotaped and a series of questionnaires and interviews elicited their family backgrounds, educations, sexual histories, major life events, and they were assessed for psychiatric problems such as phobias and anxieties. An effort was made to avoid adding questions to the tests once the program was under way because that meant tampering with someone else’s test; it also would necessitate returning to the twins already tested with more questions. But the researchers were tempted. In interviews, a few traits not on the tests appeared similar in enough twin pairs to raise suspicions of a genetic component. One of these was religiosity. The twins might follow different faiths, but if one was religious, his or her twin more often than not was religious as well. Conversely, when one was a nonbeliever, the other generally was too. Because this discovery was considered too intriguing to pass by, an entire additional test was added, an existing instrument that included questions relating to spiritual beliefs. Bouchard would later insist that while he and his colleagues had fully expected to find traits with a high degree of heritability, they also expected to find traits that had no genetic component. He was certain, he says, that they would find some traits that proved to be purely environmental. They were astonished when they did not. While the degree of heritability varied widely—from the low thirties to the high seventies— every trait they measured showed at least some degree of genetic influence. Many showed a lot.

Transforming Challenges into Opportunities: Enhancing Problem-Solving Skills through Critical Thinking In today's fast-paced and competitive business world, the ability to think critically and solve problems effectively is crucial for success. Whether you are a seasoned entrepreneur or a budding startup owner, developing strong problem-solving skills can give you a significant edge in the market. By harnessing the power of critical thinking, you can transform challenges into opportunities and propel your business towards success. As a coach for business start-ups and a catalyst for innovation, I understand the importance of equipping entrepreneurs with the necessary tools to overcome obstacles and thrive in the face of adversity. In this blog post, I will explore how honing your critical thinking skills can help you navigate the challenges of starting and growing a business. 1. Identifying the Problem: Critical thinking involves the ability to accurately identify and define the problem at hand. As a coach for business start-up ideas, I can help you analyze your unique challenges and break them down into manageable parts. By clarifying the problem, you can focus your efforts on finding the most effective solution. 2. Analyzing Different Perspectives: One of the key aspects of critical thinking is considering different perspectives and viewpoints. When faced with a problem, it is important to step back and evaluate the situation from various angles. This allows you to gain valuable insights and uncover opportunities that may not be immediately apparent. As a coach, I can guide you through this process, helping you see the bigger picture and explore alternative solutions. 3. Developing Creative Solutions: Critical thinking encourages out-of-the-box thinking and the ability to generate creative solutions. By breaking away from conventional thought patterns, you can discover innovative approaches to solving problems. As your coach, I can help you tap into your creative potential and unlock new possibilities for your business. 4. Evaluating Risks and Benefits: Effective problem-solving requires a thorough analysis of the risks and benefits associated with different solutions. Through critical thinking, you can weigh the pros and cons, assess potential outcomes, and make informed decisions. As your coach, I can guide you in evaluating the risks and benefits of various options, enabling you to make strategic choices that align with your business goals. 5. Adapting to Change: In today's rapidly evolving business landscape, adaptability is crucial. Critical thinking allows you to embrace change and adapt your strategies as needed. By honing your problem-solving skills, you can navigate unexpected challenges with ease and turn them into opportunities for growth. As your coach, I can provide you with the tools and techniques to foster adaptability and resilience in the face of change. In conclusion, developing strong problem-solving skills through critical thinking is essential for entrepreneurs and business start-ups. By working with a coach who specializes in business start-up ideas, you can enhance your problem-solving abilities, uncover new opportunities, and position your business for long-term success. So, why wait? Invest in your critical thinking skills today and unlock the potential within your business. If you are looking for a coach to guide you in transforming challenges into opportunities, I am here to help. Contact me to explore how we can work together to enhance your problem-solving skills and achieve your business goals. Keywords: coach startup ideas, coach for business start-up, problem-solving skills, critical thinking, challenges, opportunities, entrepreneurs, innovation, analyze, creative solutions, risks, benefits, adaptability.

Catalonia and Spain also owe me a couple of million Euros. I believe Spain owes me a Spanish Passport as well. To be fair. We'll assess how effectively Israel, Portugal, Hungary, the Benelux countries, Argentina, and Switzerland enforce their own laws against criminals and international crime organizations. We'll also evaluate the level of apology from each country. If I am open to reaching a settlement or making a deal. I didn't find a new job, so I had to leave. After the circus court of Catalonia disclosed our address, where I had been keeping my young girlfriend safe, I endured being browbeaten and blackmailed by the mafia for 1.5 years.

Researchers have conclusively proven that honeybees have an absolute standard for assessing the quality of a nesting site. The vigorousness of their waggle dance, translated into the number of dance circuits, indicates the quality of a particular site. A honeybee takes between fifteen minutes and an hour to evaluate a potential site. She inspects the cavity’s outside and spends a lot of time inside walking around and taking short flights. If the bee finds the nesting site desirable on first inspection, she returns to the swarm and advertises the site with a waggle dance. If another bee follows her to this site, she will perform almost the same waggle dance (in terms of duration and intensity) when she returns to the swarm. Honeybees have a universal standard for assessing nest quality.