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.

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.

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.

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

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

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.

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

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

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

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

Evaluate and assess your life on a daily

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.

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.

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.

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.

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.

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,

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

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

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

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

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

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

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

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

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

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

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.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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?-

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Avoid candidates who evaluate themselves in a self-serving, black-and-white manner, or who have left a trail of “blameful” wreckage in their wake at past jobs.

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

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

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

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

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

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

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

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

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