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

Just as a football coach carefully evaluates the situation before calling a blitz, corporate leaders must thoroughly assess potential risks and rewards before embarking on risky ventures.

Just like any team, a board needs to evaluate its effectiveness regularly. This self-assessment allows for continuous improvement. Key metrics to consider include the quality of board discussions, the effectiveness of committee structures, and the board's ability to hold management accountable.

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.

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.

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.

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.

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.

Evaluate and assess your life on a daily

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?

In the Qur’an’s telling, Abraham after much reflection declares himself a Hanifam-Muslima (3:67). Typically translated as “a pure Muslim,” both words were archaic Arabic terms at the time of the Qur’an’s revelation and together constituted a dynamic new identity for young Abraham. The root Hanif (cited twelve times in the Qur’an) originally described a tree precariously balanced atop eroding soil in a volatile climate, forced to constantly adjust its roots and branches—and was also used to describe traversing a perilous lava formation. The term connoted the need to constantly rebalance in order to stay safe in unstable situations: remaining true to core roots while having the courage to confront reality. In essence, a Hanif is a healthy skeptic who honestly evaluates inherited traditions. In Abraham’s formula, the Hanif interrogates reality not as a cynic but as a healer, diagnosing injuries in order to repair them. Indeed, Muslim derived from the ancient Semitic root S-L-M, literally “to repair cracks in city walls.” As the integrity of monotheism erodes over time, repairers need to assess the damage and then get to work restoring the fractures.

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.

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.

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,

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

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

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.

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.

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.

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)

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.

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.

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.

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.

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.

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.

Human habit is prevalent in us when our mind focuses too much on the past or the future. Since human habit is strongly connected to survival, our record of the past will be the main filter that we use to assess the world. Rather than taking in what is happening in a fresh way and without judgment, we will make quick evaluations and not have the patience to fully grasp the novel and complex quality of each individual moment. Our thoughts of the future will be similarly molded by whatever happened in the past. And our anxieties and concerns will be on a mission to make sure that the things we hated from the past do not happen again,

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.

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.

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?

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?

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.

For millennia, sages have proclaimed how outer beauty reflects inner goodness. While we may no longer openly claim that, beauty-is-good still holds sway unconsciously; attractive people are judged to be more honest, intelligent, and competent; are more likely to be elected or hired, and with higher salaries; are less likely to be convicted of crimes, then getting shorter sentences. Jeez, can’t the brain distinguish beauty from goodness? Not especially. In three different studies, subjects in brain scanners alternated between rating the beauty of something (e.g., faces) or the goodness of some behavior. Both types of assessments activated the same region (the orbitofrontal cortex, or OFC); the more beautiful or good, the more OFC activation (and the less insula activation). It’s as if irrelevant emotions about beauty gum up cerebral contemplation of the scales of justice. Which was shown in another study—moral judgments were no longer colored by aesthetics after temporary inhibition of a part of the PFC that funnels information about emotions into the frontal cortex.[*] “Interesting,” the subject is told. “Last week, you sent that other person to prison for life. But just now, when looking at this other person who had done the same thing, you voted for them for Congress—how come?” And the answer isn’t “Murder is definitely bad, but OMG, those eyes are like deep, limpid pools.” Where did the intent behind the decision come from? The fact that the brain hasn’t had enough time yet to evolve separate circuits for evaluating morality and aesthetics.[6] Next, want to make someone more likely to choose to clean their hands? Have them describe something crummy and unethical they’ve done. Afterward, they’re more likely to wash their hands or reach for hand sanitizer than if they’d been recounting something ethically neutral they’d done. Subjects instructed to lie about something rate cleansing (but not noncleansing) products as more desirable than do those instructed to be honest. Another study showed remarkable somatic specificity, where lying orally (via voice mail) increased the desire for mouthwash, while lying by hand (via email) made hand sanitizers more desirable. One neuroimaging study showed that when lying by voice mail boosts preference for mouthwash, a different part of the sensory cortex activates than when lying by email boosts the appeal of hand sanitizers. Neurons believing, literally, that your mouth or hand, respectively, is dirty.

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?-

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.

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.

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.

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.

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.

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

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.

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.

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.

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,

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

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.

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

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:

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

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

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.

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

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!

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.

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.

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.

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.

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.

Despite doing well initially, he had lost several jobs when he got bored and began making careless mistakes. He felt he was intelligent and a hard worker, but things never seemed to work out – unless, he claimed, he used cannabis. He was convinced that smoking marijuana kept him calm and helped him concentrate, but he feared legal consequences if he had to continue relying on illegal dealers. He asked me to write a letter on his behalf, recommending he be given a state medical cannabis card. I had never written a medical cannabis recommendation at that time, so I insisted he first experience a trial of at least two different medications considered the standard of care for ADHD. I wanted to be sure he was receiving the best possible treatment. Morgan reluctantly agreed and started using Adderall, which contains several different amphetamine salts. He reported no improvement with this first-line medication and complained that it increased his anxiety and physical restlessness. As he scored no better on the computerized assessment for ADHD, we went on to a second-line medication. Again, he reported no improvement and said he had recently received a negative evaluation at work. I insisted on one more trial – Marinol (pharmaceutical-grade THC) – in

My assessment approach focuses on self-evaluation and metacognition. I ask students to write process letters about their work, and I ask them to reflect frequently on their own progress and learning. The most authentic assessment approaches, in my view, are ones that engage students directly as experts in their own learning.

As more and more investable money is managed without regard to research, evaluation, corporate governance, quality of management and an actual assessment of long-term prospects, and instead is delegated to the index-constructors and the purveyors of index products, what does that trend mean for capitalism? Growth? Innovation?” he asked rhetorically.

The success of product development and launch strategies for businesses in all industries is greatly influenced by best market research companies in Myanmar. These businesses enable businesses to make informed decisions that drive innovation and market penetration by providing valuable insights into consumer behaviors, market trends, and competitive landscapes. In today's dynamic business environment, it is essential for organizations looking to create competitive products and launch them successfully to comprehend the significance of market research. This article looks at how market research companies play a variety of roles in product development and launch strategies. It emphasizes the importance of working together, making decisions based on data, and taking advantage of market research trends for long-term growth and market leadership. 1. Companies' Introduction to Market Research An Overview of Business Market Research Market research is essential for helping businesses comprehend their market, competition, and customers. To make decisions based on accurate information, it involves gathering and evaluating data. Contribution of best market research companies in Myanmar to Product Development Market research firms are specialized in collecting insights that can be used to inform product development strategies for businesses. They assist in determining the demand for new products, assessing consumer behavior, and identifying market opportunities. 2. Understanding Consumer Needs and Preferences is Critical to Product Development Market research provides businesses with in-depth insights into consumer preferences, needs, and actions. In order to create products that resonate with the intended audience, this understanding is essential. Research can be used to assess market demand and potential, allowing businesses to make decisions about product development based on data. New products' chances of success are boosted while risks are reduced. 3. Utilizing Market Research for Launch Strategies Market Segmentation and Targeting Market research enables businesses to divide their target market into subsets based on behavior, psychographics, and demographics. For a more successful product launch, this segmentation helps tailor marketing strategies to specific consumer groups. Pricing and Positioning Strategies Businesses can figure out the best pricing strategy for their products based on consumer perceptions, competitor pricing, and market trends by conducting market research. Additionally, research aids in effectively positioning products in the market to set them apart from rivals. 4. Collaborating with Market Research Firms Choosing the Right Market Research Partner It is essential to select the right market research partner in order to obtain insights that are both accurate and applicable. Expertise, industry experience, and the capacity to provide insights that are in line with the company's goals should all be taken into account. Creating Effective Research Briefs Businesses should provide their market research partner with concise and in-depth research briefs to maximize the value of the research. A clearly defined brief assists in ensuring that the research is focused, pertinent, and in line with the company's objectives. 5. Studies of Cases: Product Launches That Work: The Importance of Market Research Market research is essential to the success of product launches. We are able to see the direct impact of market research on product development strategies by analyzing real-world examples. Market research companies offer valuable insights that can make or break a product launch, from comprehending consumer preferences to determining market gaps. ### Impact of Market Research on Product Launches Market research has a significant impact on product launches because it ensures that businesses know what their target audience wants and needs. Companies are able to effectively f

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