Assessment Task Quotes

All right, so give me some idea of what you can do," says Haymitch. I can’t do anything," says Peeta, "unless you count baking bread." Sorry, I don’t. Katniss. I already know you’re handy with a knife,” says Haymitch. Not really. But I can hunt,” I say. “With a bow and arrow.” And you’re good?” asks Haymitch. I have to think about it. I’ve been putting food on the table for four years. That’s no small task. I’m not as good as my father was, but he’d had more practice. I’ve better aim than Gale, but I’ve had more practice. He’s a genius with traps and snares. “I’m all right,” I say.

Never try to convey your idea to the audience - it is a thankless and senseless task. Show them life, and they’ll find within themselves the means to assess and appreciate it.

If humanism were right in declaring that man is born to be happy, he would not be born to die. Since his body is doomed to die, his task on earth evidently must be of a more spiritual nature. It cannot the unrestrained enjoyment of everyday life. It cannot be the search for the best ways to obtain material goods and then cheerfully get the most out of them. It has to be the fulfillment of a permanent, earnest duty so that one's life journey may become an experience of moral growth, so that one may leave life a better human being than one started it. It is imperative to review the table of widespread human values. Its present incorrectness is astounding. It is not possible that assessment of the President's performance be reduced to the question of how much money one makes or of unlimited availability of gasoline. Only voluntary, inspired self-restraint can raise man above the world stream of materialism.

Consider that the simplest social interactions between two people requires performing an astonishing array of tasks: interpreting what the other person is saying; reading body language and facial expressions; smoothly taking turns talking and listening; responding to what the other person said; assessing whether you're being understood; determining whether you're well received, and, if not, figuring out how to improve or remove yourself from the situation. Think of what it takes to juggle all this at once! And that's just a one-to-one conversation. Now imagine the multitasking required in a group setting like a dinner party. (p237)

Conventions vs. spontaneity. This is a dialectical choice, it depends on the assessment you make of your own times. If you judge that your own time is ridden with empty insincere formalities, you plump for spontaneity, for indecorous behavior even...Much of morality is the task of compensating for one's age. One assumes unfashionable virtues, in an indecorous time. In a time hollowed out by decorum, one must school oneself in spontaneity.

when it comes to empathy and compassion, rich people tend to suck. This has been explored at length in a series of studies by Dacher Keltner of UC Berkeley. Across the socioeconomic spectrum, on the average, the wealthier people are, the less empathy they report for people in distress and the less compassionately they act. Moreover, wealthier people are less adept at recognizing other people’s emotions and in experimental settings are greedier and more likely to cheat or steal. Two of the findings were picked up by the media as irresistible: (a) wealthier people (as assessed by the cost of the car they were driving) are less likely than poor people to stop for pedestrians at crosswalks; (b) suppose there’s a bowl of candy in the lab; invite test subjects, after they finish doing some task, to grab some candy on the way out, telling them that whatever’s left over will be given to some kids—the wealthier take more candy.25 So do miserable, greedy, unempathic people become wealthy, or does being wealthy increase the odds of a person’s becoming that way? As a cool manipulation, Keltner primed subjects to focus either on their socioeconomic success (by asking them to compare themselves with people less well off than them) or on the opposite. Make people feel wealthy, and they take more candy from children.

It is only with the setting of the sun that one can judge how well the day had gone. Looking back through the vista of time, I can analyse and assess why I fought hard for my right to say no to joining the Baath Party, why I took that first step towards requesting respect for human rights. But it is important to stress this: Up against a task larger than oneself, one has to overcome one's fear.

Interpretation takes the sensory experience of the work of art for granted, and proceeds from there. This cannot be taken for granted, now. Think of the sheer multiplication of works of art available to every one of us, superadded to the conflicting tastes and odors and sights of the urban environment that bombard our senses. Ours is a culture based on excess, on overproduction; the result is a steady loss of sharpness in our sensory experience. (...) And it is in the light of the condition of our senses, our capacities, that the task of the critic must be assessed. What is important now is to recover our senses. We must learn to See more, to Hear more, to Feel more.

Respectable opinion would never consider an assessment of the Reagan Doctrine or earlier exercises in terms of their actual human costs, and could not comprehend that such an assessment—which would yield a monstrous toll if accurately conducted on a global scale—might perhaps be a proper task in the United States. At the same level of integrity, disciplined Soviet intellectuals are horrified over real or alleged American crimes, but perceive their own only as benevolent intent gone awry, or errors of an earlier day, now overcome; the comparison is inexact and unfair, since Soviet intellectuals can plead fear as an excuse for their services to state violence.

What rules, then, can one follow if one is dedicated to the truth? First, never speak falsehood. Second, bear in mind that the act of withholding the truth is always potentially a lie, and that in each instance in which the truth is withheld a significant moral decision is required. Third, the decision to withhold the truth should never be based on personal needs, such as a need for power, a need to be liked or a need to protect one’s map from challenge. Fourth, and conversely, the decision to withhold the truth must always be based entirely upon the needs of the person or people from whom the truth is being withheld. Fifth, the assessment of another’s needs is an act of responsibility which is so complex that it can only be executed wisely when one operates with genuine love for the other. Sixth, the primary factor in the assessment of another’s needs is the assessment of that person’s capacity to utilize the truth for his or her own spiritual growth. Finally, in assessing the capacity of another to utilize the truth for personal spiritual growth, it should be borne in mind that our tendency is generally to underestimate rather than overestimate this capacity. All this might seem like an extraordinary task, impossible to ever perfectly complete, a chronic and never-ending burden, a real drag. And it is indeed a never-ending burden of self-discipline, which is why most people opt for a life of very limited honesty and openness and relative closedness, hiding themselves and their maps from the world. It is easier that way. Yet the rewards of the difficult life of honesty and dedication to the truth are more than commensurate with the demands. By virtue of the fact that their maps are continually being challenged, open people are continually growing people. Through their openness they can establish and maintain intimate relationships far more effectively than more closed people. Because they never speak falsely they can be secure and proud in the knowledge that they have done nothing to contribute to the confusion of the world, but have served as sources of

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.

Being supportive and building students’ confidence is not accomplished by blindly telling them they are doing a great job every day.  It involves assessing weaknesses and strengths and delivering feedback in a timely manner so that they can build their skills to complete the task at hand.

For me, all those systematic Bureaucracies of traditional schools jaded me. For me, I still couldn’t understand why we have to have a factory style education for children living in the 21st century. Why hold them in place, asking them to read and repeat and giving them a number of tasks to finish? I still have no idea how exams and objective assessments could measure human behavior or intelligence. Is it some kind of barcoding human aptitude? Is it ethical anyway?

Mammograms are in fact fuzzy things. Reading them accurately is a challenging task—much more challenging than even many medical professionals realize. As Timothy J. Jorgensen has noted, when 160 gynecologists were asked to assess the likelihood of a fifty-year-old woman having breast cancer if her mammogram was positive, 60 percent of them thought the chances were 8 or 9 out of 10. “The truth is that the odds the woman actually has cancer are only 1 in 10,” writes Jorgensen. Remarkably, radiologists do little better.

The Distinctions: SINCERITY - is the assessment that you are honest, that you say what you mean and mean what you say; you can be believed and taken seriously. It also means when you express an opinion it is valid, useful, and is backed up by sound thinking and evidence. Finally, it means that your actions will align with your words. RELIABILITY - is the assessment that you meet the commitments you make, that you keep your promises. COMPTENCE - is the assessment that you have the ability to do what you are doing or propose to do. In the workplace this usually means the other person believes you have the requisite capacity, skill, knowledge, and resources, to do a particular task or job. CARE - is the assessment that you have the other person’s interests in mind as well as your own when you make decisions and take actions. Of the four assessments of trustworthiness, care is in some ways the most important for building lasting trust. When people believe you are only concerned with your self-interest and don’t consider their interests as well, they may trust your sincerity, reliability and competence, but they will tend to limit their trust of you to specific situations or transactions. On the other hand, when people believe you hold their interest in mind, they will extend their trust more broadly to you.

It is hard to understand how a compassionate world order can include so many people afflicted by acute misery, persistent hunger and deprived and desperate lives, and why millions of innocent children have to die each year from lack of food or medical attention or social care. This issue, of course, is not new, and it has been a subject of some discussion among theologians. The argument that God has reasons to want us to deal with these matters ourselves has had considerable intellectual support. As a nonreligious person, I am not in a position to assess the theological merits of this argument. But I can appreciate the force of the claim that people themselves must have responsibility for the development and change of the world in which they live. One does not have to be either devout or non devout to accept this basic connection. As people who live-in a broad sense-together, we cannot escape the thought that the terrible occurrences that we see around us are quintessentially our problems. They are our responsibility-whether or not they are also anyone else's. As competent human beings, we cannot shirk the task of judging how things are and what needs to be done. As reflective creatures, we have the ability to contemplate the lives of others. Our sense of behavior may have caused (though that can be very important as well), but can also relate more generally to the miseries that we see around us and that lie within our power to help remedy. That responsibility is not, of course, the only consideration that can claim our attention, but to deny the relevance of that general claim would be to miss something central about our social existence. It is not so much a matter of having the exact rules about how precisely we ought to behave, as of recognizing the relevance of our shared humanity in making the choices we face.

people rely on a limited number of heuristic principles which reduce the complex tasks of assessing probabilities and predicting values to simpler judgmental operations. In general, these heuristics are quite useful, but sometimes they lead to severe and systematic errors.

blood from the gash had seeped through her shirt and the blanket, pooling on the floor. Looking at it intensified the dizziness that its loss had caused. With the most pressing of her concerns attended to, Myranda set her mind to the task of escaping. She assessed the situation. Of course, her pack was gone. A pull on the door revealed it to be solidly secured from the outside. The windows were all small and near to the high ceiling. There would be no escape through any of those. The sole window large enough to allow her to escape was the shattered stained glass window behind the pulpit, but it was even further out of her reach. She had to try the door

Patton inspected the cargo with the possessive eye of a man who intended to use every last bullet, bomb, and basketball shoe. When he asked a young quartermaster captain how the loading was proceeding, the officer replied, “I don’t know, but my trucks are getting on all right.” Patton took a moment to scribble in his diary: “That is the answer. If everyone does his part, these seemingly impossible tasks get done. When I think of the greatness of my job and realize that I am what I am, I am amazed, but on reflection, who is as good as I am? I know of no one.” It was a fair self-assessment by a man who had spent the past four decades preparing for this moment,

We process emotionally salient information more rapidly and automatically, but with less accuracy. Frontal function—working memory, impulse control, executive decision making, risk assessment, and task shifting—is impaired, and the frontal cortex has less control over the amygdala. And we become less empathic and prosocial. Reducing sustained stress is a win-win for us and those stuck around us.

A close examination of the instructions in the Satipaṭṭhāna Sutta reveals that the meditator is never instructed to interfere actively with what happens in the mind. If a mental hindrance arises, for example, the task of satipaṭṭhāna contemplation is to know that the hindrance is present, to know what has led to its arising, and to know what will lead to its disappearance. A more active intervention is no longer the domain of satipaṭṭhāna, but belongs rather to the province of right effort (sammā vāyāma). The need to distinguish clearly between a first stage of observation and a second stage of taking action is, according to the Buddha, an essential feature of his way of teaching. The simple reason for this approach is that only the preliminary step of calmly assessing a situation without immediately reacting enables one to undertake the appropriate action.

By the time I got to work, I had this realization that I didn’t have any more goals.”26 For the next two months, he assiduously tended to the task of finding for himself a worthy life goal. “I looked at all the crusades people could join, to find out how I could retrain myself.” What struck him was that any effort to improve the world was complex. He thought about people who tried to fight malaria or increase food production in poor areas and discovered that led to a complex array of other issues, such as overpopulation and soil erosion. To succeed at any ambitious project, you had to assess all of the intricate ramifications of an action, weigh probabilities, share information, organize people, and more. “Then one day, it just dawned on me—BOOM—that complexity was the fundamental thing,” he recalled. “And it just went click. If in some way, you could contribute significantly to the way humans could handle complexity and urgency, that would be universally helpful.”27 Such an endeavor would address not just one of the world’s problems; it would give people the tools to take on any problem.

Metalearning: First Draw a Map. Start by learning how to learn the subject or skill you want to tackle. Discover how to do good research and how to draw on your past competencies to learn new skills more easily. Focus: Sharpen Your Knife. Cultivate the ability to concentrate. Carve out chunks of time when you can focus on learning, and make it easy to just do it. Directness: Go Straight Ahead. Learn by doing the thing you want to become good at. Don’t trade it off for other tasks, just because those are more convenient or comfortable. Drill: Attack Your Weakest Point. Be ruthless in improving your weakest points. Break down complex skills into small parts; then master those parts and build them back together again. Retrieval: Test to Learn. Testing isn’t simply a way of assessing knowledge but a way of creating it. Test yourself before you feel confident, and push yourself to actively recall information rather than passively review it. Feedback: Don’t Dodge the Punches. Feedback is harsh and uncomfortable. Know how to use it without letting your ego get in the way. Extract the signal from the noise, so you know what to pay attention to and what to ignore. Retention: Don’t Fill a Leaky Bucket. Understand what you forget and why. Learn to remember things not just for now but forever. Intuition: Dig Deep Before Building Up. Develop your intuition through play and exploration of concepts and skills. Understand how understanding works, and don’t recourse to cheap tricks of memorization to avoid deeply knowing things. Experimentation: Explore Outside Your Comfort Zone. All of these principles are only starting points. True mastery comes not just from following the path trodden by others but from exploring possibilities they haven’t yet imagined.

found that when people multitasked, their facial expressions displayed more negative emotions, particularly anger, which you can see in Figure 3. When they did not multitask, their emotional expressions were more neutral.26 Interestingly, when people received the emails all at once, their expressions showed a rise in anger during the time they were working on the emails compared to when they worked on the essay task. We also gave participants the NASA-TLX scale, described earlier in Chapter 5, and those who were continually interrupted assessed themselves as having higher mental load and effort.

If humanism were right in declaring that man is born to be happy, he would not be born to die. Since his body is doomed to die, his task on earth evidently must be of a more spiritual nature. It cannot be unrestrained enjoyment of everyday life. It cannot be the search for the best ways to obtain material goods and then cheerfully get the most out of them. It has to be the fulfillment of a permanent, earnest duty so that one's life journey may become an experience of moral growth, so that one may leave life a better human being than one started it. It is imperative to review the table of widespread human values. Its present incorrectness is astounding. It is not possible that assessment of the President's performance be reduced to the question of how much money one makes or of unlimited availability of gasoline. Only voluntary, inspired self-restraint can raise man above the world stream of materialism.

I know that the consequences of scientific illiteracy are far more dangerous in our time than in any that has come before. It’s perilous and foolhardy for the average citizen to remain ignorant about global warming, say, or ozone depletion, air pollution, toxic and radioactive wastes, acid rain, topsoil erosion, tropical deforestation, exponential population growth. Jobs and wages depend on science and technology. If our nation can’t manufacture, at high quality and low price, products people want to buy, then industries will continue to drift away and transfer a little more prosperity to other parts of the world. Consider the social ramifications of fission and fusion power, supercomputers, data “highways,” abortion, radon, massive reductions in strategic weapons, addiction, government eavesdropping on the lives of its citizens, high-resolution TV, airline and airport safety, fetal tissue transplants, health costs, food additives, drugs to ameliorate mania or depression or schizophrenia, animal rights, superconductivity, morning-after pills, alleged hereditary antisocial predispositions, space stations, going to Mars, finding cures for AIDS and cancer. How can we affect national policy—or even make intelligent decisions in our own lives—if we don’t grasp the underlying issues? As I write, Congress is dissolving its own Office of Technology Assessment—the only organization specifically tasked to provide advice to the House and Senate on science and technology. Its competence and integrity over the years have been exemplary. Of the 535 members of the U.S. Congress, rarely in the twentieth century have as many as one percent had any significant background in science. The last scientifically literate President may have been Thomas Jefferson.* So how do Americans decide these matters? How do they instruct their representatives? Who in fact makes these decisions, and on what basis? —

In his great book How to Do Things with Words (1962), J.L. Austin considers the apparently simple sentence "France is hexagonal." He asks if this is true or false, a question that makes perfect sense if the job of a sentence is to be faithful to the world. His answer is that it depends. If you are a general contemplating a coming battle, saying that France is hexagonal might help you assess various military options of defense and attack; it would be a good sentence. But if you are a geographer charged with the task of mapping France's contours, saying that France is hexagonal might cost you your union card; a greater degree of detail and fineness of scale is required of mapmakers. "France is hexagonal," Austin explains, is true "for certain intents and purposes" and false or inadequate or even nonsensical for others. It is, he says, a matter of the "dimension of assessment" -- that is, a matter of what is the "right or proper thing to say as opposed to a wrong thing in these circumstances, to this audience, for these purposes and with these intentions.

Socrates' execution must have had a profound impact on his associates. From Plato's seventh letter, for instance, we learn how it affected his assessment of the Athenian polity and, in fact, of every other polity. All human political and social arrangements, Plato concluded (Epist. 7.325d-326a), were almost beyond repair and could not be helped except by some miraculous plan and a streak of good luck. Later on, he would insist on the necessity of casting aside all existing political and social arrangements in order to undertake the task of reforming them as if on a new canvass, because those used hitherto were useless. Like an artist bent on correcting a painting full of flaws, who eventually decides to discard it, Plato envisioned the possibility of recreating society on a new foundation. His political dialogues, the Republic and the Laws, are the literary testament of his aspirations. Antisthenes, however, appears not to have sheltered such aspirations. The human world, which according to Plato was "almost beyond repair," was for Antisthenes truly beyond repair and there was nothing to do about it, except to tear it down, and Socrates' execution provided irrefutable evidence for this. Socrates had practiced what the Athenians regarded as an inviolable right- freedom of speech or the willingness to say it all-and yet, it was for this that he was punished.

ON THE MODUS OPERANDI OF OUR CURRENT PRESIDENT, DONALD J. TRUMP "According to a new ABC/Washington Post poll, President Trump’s disapproval rating has hit a new high." The President's response to this news was "“I don’t do it for the polls. Honestly — people won’t necessarily agree with this — I do nothing for the polls,” the president told reporters on Wednesday. “I do it to do what’s right. I’m here for an extended period of time. I’m here for a period that’s a very important period of time. And we are straightening out this country.” - Both Quotes Taken From Aol News - August 31, 2018 In The United States, as in other Republics, the two main categories of Presidential motivation for their assigned tasks are #1: Self Interest in seeking to attain and to hold on to political power for their own sakes, regarding the welfare of This Republic to be of secondary importance. #2: Seeking to attain and to hold on to the power of that same office for the selfless sake of this Republic's welfare, irregardless of their personal interest, and in the best of cases going against their personal interests to do what is best for this Republic even if it means making profound and extreme personal sacrifices. Abraham Lincoln understood this last mentioned motivation and gave his life for it. The primary information any political scientist needs to ascertain regarding the diagnosis of a particular President's modus operandi is to first take an insightful and detailed look at the individual's past. The litmus test always being what would he or she be willing to sacrifice for the Nation. In the case of our current President, Donald John Trump, he abandoned a life of liberal luxury linked to self imposed limited responsibilities for an intensely grueling, veritably non stop two year nightmare of criss crossing this immense Country's varied terrain, both literally and socially when he could have easily maintained his life of liberal leisure. While my assertion that his personal choice was, in my view, sacrificially done for the sake of a great power in a state of rapid decline can be contradicted by saying it was motivated by selfish reasons, all evidence points to the contrary. For knowing the human condition, fraught with a plentitude of weaknesses, for a man in the end portion of his lifetime to sacrifice an easy life for a hard working incessant schedule of thankless tasks it is entirely doubtful that this choice was made devoid of a special and even exalted inspiration to do so. And while the right motivations are pivotal to a President's success, what is also obviously needed are generic and specific political, military and ministerial skills which must be naturally endowed by Our Creator upon the particular President elected for the purposes of advancing a Nation's general well being for one and all. If one looks at the latest National statistics since President Trump took office, (such as our rising GNP, the booming market, the dramatically shrinking unemployment rate, and the overall positive emotive strains in regards to our Nation's future, on both the left and the right) one can make definitive objective conclusions pertaining to the exceptionally noble character and efficiency of the current resident at 1600 Pennsylvania Avenue. And if one can drown out the constant communicative assaults on our current Commander In Chief, and especially if one can honestly assess the remarkable lack of substantial mistakes made by the current President, all of these factors point to a leader who is impressively strong, morally and in other imperative ways. And at the most propitious time. For the main reason that so many people in our Republic palpably despise our current President is that his political and especially his social agenda directly threatens their licentious way of life. - John Lars Zwerenz

The educational goal of self-esteem seems to habituate young people to work that lacks objective standards and revolves instead around group dynamics. When self-esteem is artificially generated, it becomes more easily manipulable, a product of social technique rather than a secure possession of one’s own based on accomplishments. Psychologists find a positive correlation between repeated praise and “shorter task persistence, more eye-checking with the teacher, and inflected speech such that answers have the intonation of questions.” 36 The more children are praised, the more they have a stake in maintaining the resulting image they have of themselves; children who are praised for being smart choose the easier alternative when given a new task. 37 They become risk-averse and dependent on others. The credential loving of college students is a natural response to such an education, and prepares them well for the absence of objective standards in the job markets they will enter; the validity of your self-assessment is known to you by the fact it has been dispensed by gatekeeping institutions. Prestigious fellowships, internships, and degrees become the standard of self-esteem. This is hardly an education for independence, intellectual adventurousness, or strong character. “If you don’t vent the drain pipe like this, sewage gases will seep up through the water in the toilet, and the house will stink of shit.” In the trades, a master offers his apprentice good reasons for acting in one way rather than another, the better to realize ends the goodness of which is readily apparent. The master has no need for a psychology of persuasion that will make the apprentice compliant to whatever purposes the master might dream up; those purposes are given and determinate. He does the same work as the apprentice, only better. He is able to explain what he does to the apprentice, because there are rational principles that govern it. Or he may explain little, and the learning proceeds by example and imitation. For the apprentice there is a progressive revelation of the reasonableness of the master’s actions. He may not know why things have to be done a certain way at first, and have to take it on faith, but the rationale becomes apparent as he gains experience. Teamwork doesn’t have this progressive character. It depends on group dynamics, which are inherently unstable and subject to manipulation. On a crew,

Loving-kindness is the experience of having a friendly and loving relationship toward ourselves as well as all others. The experience of sending loving-kindness toward ourselves is perhaps as simple as bringing a friendly attitude to our minds and bodies. Typically, we tend to judge ourselves and be quite critical and harsh in our self-assessments, identifying with the negative thoughts and feelings that arise in our minds. Being loving and kind isn’t our normal habit, so training the heart/mind to be kind is a great task. Mindfulness brings the mind’s negative habits into awareness.

elect. The additional matter was a dossier—a collection of seventeen “pseudo-intelligence” reports created by a private company—which I first learned about from John Brennan a week or so after we’d been tasked to conduct the IC assessment.

The evangelical commitment is to take the text at face value while resisting our culture’s post-Enlightenment inclination toward skepticism. God must remain free to act in our world in improbable ways. The evangelical task is to assess accurately, with literary and theological sensitivity, what the face value of the text is, even if the result departs from traditional assessments.

Despite those affected by Asperger’s being considered at the mild end of the autistic spectrum, suggesting only a minor display of symptoms, we need to remember that they are often still easily discouraged by the stress of social factors and still display a deep disability in creating interpersonal relations. Lorna Wing (Fitzgerald 2004) claims that they can appear to be “delicate, easily hurt and pathetically child-like.” When assessing their behavior, Atwood (2007) notes that they lack the emotional resources to deal with tasks at hand. They are also prone to experience stress caused by their difficulties with adaptability. Their self-esteem can be very low, making them highly self-critical and unable to tolerate errors on their own part. They are also easily discouraged when reality differs from their vision of it, as derived from their own (usually quite rigid) views.

The guns on both sides were silent until they returned. Suddenly, a fierce cannonade from the British ships exploded onto the beach at Turtle Gut Inlet, but only one American was hit, “Shott through the arm and body.” It was Richard Wickes. A cannonball took his arm and half his chest away. Fresh from the Reprisal, Lambert Wickes arrived on the beach at the head of his reinforcements just as his younger brother died: “I arrived just at the Close of the Action Time enough to see him expire . . . Captn Barry . . . says a braver Man never existed.”123 Taking Richard Wickes's body, the American sailors left the spit of sand they fought over that morning. The powder was stowed in the Wasp's hold and sent up the Delaware. “At 2 weighed and made Sail,” Hudson briefly noted in his journal.124 The British returned to Cape Henlopen. As before, Barry had taken long odds, assessed the best plan that could succeed, and beaten the British. The Nancy was destroyed, but the Wasp would reach Philadelphia safely with the desperately needed gunpowder. Despite superior firepower, the “butcher's bill” was far heavier for the British. But the victory brought no cheers or satisfaction among the Americans, and Barry was particularly saddened by the death of the gallant young Wickes.125 The next morning—Sunday, June 30—the men of the Lexington and Reprisal gathered to mourn their shipmate at the log meetinghouse in the small village of Cold Spring, just north of Cape May. Under the same light breezes of the day before, the American sailors, with “bowed and uncovered heads,” filed inside and sat on the long, rough-cut wooden pews. After “The Clergyman preached a very deacent Sermon,” Lambert Wickes and the Reprisal's officers silently hoisted the coffin. Shuffling under its weight, they carried it outside to the little cemetery, and laid their comrade to rest.126 Lambert Wickes now faced the task of informing his family in Maryland of Richard's death. On July 2, in a sad but disjointed letter to his brother Samuel, he mentioned Richard's death among a list of the items—including the sugar and “one Bagg Coffee” that accompanied the letter. “You'll disclose this Secret with as much Caution as possible to our Sisters,” he pleaded. He quoted Barry's report that Richard “fought like a brave Man & was fore most in every transaction of that day,” dying for the cause of the “united Colonies.”127 By the time Lambert's package reached his family in Maryland, the “united Colonies” ceased to exist as well. The same day Wickes posted his letter, Congress approved the Declaration of Independence. Barry, Wickes, and the rest of the Continental Navy were now fighting for the survival of a new country: the United States of America.

For me, all those systematic Bureaucracies of traditional schools jaded me. For me, I still I couldn’t understand why we have to have a factory style education for children living in the 21st century. Why hold them in place, asking them to read and repeat and giving them a number of tasks to finish? I still have no idea how exams and objective assessments could measure human behavior or intelligence. Is it some kind of barcoding human aptitude? Is it ethical anyway?

There are three categories of criteria that an individual must meet in order to be diagnosed with ASD. The categories are listed below along with the typical traits, which may indicate whether the individual needs further assessment: 1.Persistent deficits in social communication and social interaction across contexts, not accounted for by general developmental delays: lack of friends and social life friends often much older or younger mumbling and not completing sentences issues with social rules (such as staring at other people) inability to understand jokes and the benefit of ‘small talk’ introverted (shy) and socially awkward inability to understand other people’s thoughts and feelings uncomfortable in large crowds and noisy places detached and emotionally inexpressive. 2.Restricted, repetitive patterns of behaviour, interests or activities: obsession with ‘special interests’ collecting objects (such as stamps and coins) attachment to routines and rituals ability to focus on a single task for long periods eccentric or unorthodox behaviour non-conformist and distrusting of authority difficulty following illogical conventions attracted to foreign cultures affinity with nature and animals support for victims of injustice, underdogs and scapegoats. 3.Restricted, repetitive patterns of behaviour, interests or activities: inappropriate emotional responses victimised or bullied at school, work and home overthinking and constant logical analysis spending much time alone strange laugh or cackle inability to make direct eye contact when talking highly sensitive to light, sound, taste, smell and touch uncoordinated and clumsy with poor posture difficulty coping with change adept at abstract thinking ability to process data sets logically and notice patterns or trends truthful, naïve and often gullible slow mental processing and vulnerable to mental exhaustion intellectual and ungrounded rather than intuitive and instinctive problems with anxiety and sleeping visual memory.

None of us are perfect. You are still learning and growing. We all are. And this is a lesson for you: if you reengage on this task, if you do a stern self-assessment of how you lead and what you can do better, the outcome will be different. But it starts here. It starts at the board meeting when you go in, put your ego aside, and take ownership for the company’s failure here.

if there really is no way you can win, you never say it out loud. You assess why, change strategy, adjust tactics, and keep fighting and pushing till either you’ve gotten a better outcome or you’ve died. Either way, you never quit when your country needs you to succeed. As Team 5 was shutting down the workup and loading up its gear, our task unit’s leadership flew to Ramadi to do what we call a predeployment site survey. Lieutenant Commander Thomas went, and so did both of our platoon officers in charge. It was quite an adventure. They were shot at every day. They were hit by IEDs. When they came home, Lieutenant Commander Thomas got us together in the briefing room and laid out the details. The general reaction from the team was, “Get ready, kids. This is gonna be one hell of a ride.” I remember sitting around the team room talking about it. Morgan had a big smile on his face. Elliott Miller, too, all 240 pounds of him, looked happy. Even Mr. Fantastic seemed at peace and relaxed, in that sober, senior chief way. We turned over in our minds the hard realities of the city. Only a couple weeks from now we would be calling Ramadi home. For six or seven months we’d be living in a hornet’s nest, picking up where Team 3 had left off. It was time for us to roll. In late September, Al Qaeda’s barbaric way of dealing with the local population was stirring some of Iraq’s Sunni tribal leaders to come over to our side. (Stuff like punishing cigarette smokers by cutting off their fingers—can you blame locals for wanting those crazies gone?) Standing up for their own people posed a serious risk, but it was easier to justify when you had five thousand American military personnel backing you up. That’ll boost your courage, for sure. We were putting that vise grip on that city, infiltrating it, and setting up shop, block by block, house by house, inch by inch. On September 29, a Team 3 platoon set out on foot from a combat outpost named Eagle’s Nest on the final operation of their six-month deployment. Located in the dangerous Ma’laab district, it wasn’t much more than a perimeter of concrete walls and concertina wire bundling up a block of residential homes. COP Eagle’s

In a formal sense, someone higher up in the hierarchy is probably tasked with assessing your performance. But informally, peers and subordinates are sizing you up all the time. Our image is perpetually at risk. At any moment, we might come across as ignorant, incompetent, or intrusive, if we do such things as ask questions, admit mistakes, offer ideas, or criticize a plan. Unwillingness to take these small, insubstantial risks can destroy value (and often does, as you will see in Chapters 3 and 4). But they can also be overcome. People at work do not need to be crippled by interpersonal fear.

In our pragmatic task-oriented culture we also learn that feelings are a source of distortion and should not influence judgments, and we are often cautioned not to act impulsively on our feelings. But, paradoxically, we may end up acting most on our feelings when we are least aware of them, all the while deluding ourselves that we are carefully acting only on rational assessments. We are often surprisingly oblivious to the influences that our feelings have on our judgments.

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.

It’s crucial to go further than simply concluding that a student’s concerning behaviors are working at getting them something they want (for example, attention) and escaping and avoiding tasks and situations that are difficult, uncomfortable, tedious, or scary. A good functional assessment needs to explain why a student is going about getting, escaping, and avoiding in such a maladaptive fashion (lagging skills) and when that is occurring (unsolved problems).

Aerobic training actually causes muscle wasting because the body is programmed to adapt to whatever demands we place on it. Long low-intensity aerobic training only requires the smallest and weakest, “slow-twitch” muscle fibers to fire off again and again. The other, stronger and larger, “fast-twitch” muscle fibers are not necessary for the task and become a burden to carry and supply with oxygen. The body has no demand for extra muscle beyond what is needed to perform a relatively easy movement over and over. So your body adapts by actually burning muscle. Even if you perform steady state training in conjunction with strength training, it will diminish any potential increase in lean body mass, especially in your legs. Aerobic training should only be used to develop movement proficiency when you are training for a specific sport or event, such as a 5k run, triathlon, or particular military fitness assessment. I address these needs on MarkLauren.com.

He asks you to write down everything you need to remember and to file it effectively. He explains that you should create a current task list that is relevant to today and the immediate future, and a “tickler file” of folders in which you organize reminders of things to do over the next month, as well as the next twelve months. For simplicity, David recommends that you create a task list for each day and a task list for the week and keep a “Future File” of longer-term items in a separate place. Revisit your Future File every week or two to stay mindful of those items and to assess if any of them should be moved to your current task list.

A task is not a priority because it’s urgent, but because you have assessed its importance meticulously and have decided that accomplishing such an activity will take you one step closer to your long-term goal

Before beginning a course of medication, you of course want to be sure of the diagnosis. Then you must determine what the target symptoms are so that you will have an objective way of assessing the efficacy of the medication. Typical target symptoms in ADD would include: easy distractibility; inability to stay focused—for example, on a task at work or reading a book, homework, or classroom material; impulsive acts or words; difficulty maintaining attention during a conversation; poor frustration tolerance; angry outbursts; mood swings; difficulty getting organized; chronic procrastination; difficulty prioritizing; tendency to worry rather than act; a subjective inner feeling of noise or chaos; tendency to hop from topic to topic or project to project; and other symptoms associated with ADD. It is important to try to define these as concretely as possible. Once you have an accurate diagnosis and have defined what the target symptoms are, you may be ready to try medication to treat those target symptoms.

Humility is having an accurate assessment of your own nature and your own place in the cosmos. Humility is awareness that you are an underdog in the struggle against your own weakness. Humility is an awareness that your individual talents alone are inadequate to the tasks that have been assigned to you. Humility reminds you that you are not the center of the universe, but you serve a larger order.

By “native genius” I mean something even more specific than a strength or a skill that might be highly rated on a 360 degree leadership assessment. A native genius is something that people do, not only exceptionally well, but absolutely naturally. They do it easily (without extra effort) and freely (without condition). What people do easily, they do without conscious effort. They do it better than anything else they do, but they don’t need to apply extraordinary effort to the task. They get results that are head-and-shoulders above others but they do it without breaking a sweat.

other and distinct from other groups. These techniques usually precede regression and other analyses. Factor analysis is a well-established technique that often aids in creating index variables. Earlier, Chapter 3 discussed the use of Cronbach alpha to empirically justify the selection of variables that make up an index. However, in that approach analysts must still justify that variables used in different index variables are indeed distinct. By contrast, factor analysis analyzes a large number of variables (often 20 to 30) and classifies them into groups based on empirical similarities and dissimilarities. This empirical assessment can aid analysts’ judgments regarding variables that might be grouped together. Factor analysis uses correlations among variables to identify subgroups. These subgroups (called factors) are characterized by relatively high within-group correlation among variables and low between-group correlation among variables. Most factor analysis consists of roughly four steps: (1) determining that the group of variables has enough correlation to allow for factor analysis, (2) determining how many factors should be used for classifying (or grouping) the variables, (3) improving the interpretation of correlations and factors (through a process called rotation), and (4) naming the factors and, possibly, creating index variables for subsequent analysis. Most factor analysis is used for grouping of variables (R-type factor analysis) rather than observations (Q-type). Often, discriminant analysis is used for grouping of observations, mentioned later in this chapter. The terminology of factor analysis differs greatly from that used elsewhere in this book, and the discussion that follows is offered as an aid in understanding tables that might be encountered in research that uses this technique. An important task in factor analysis is determining how many common factors should be identified. Theoretically, there are as many factors as variables, but only a few factors account for most of the variance in the data. The percentage of variation explained by each factor is defined as the eigenvalue divided by the number of variables, whereby the

Despite compelling new knowledge about learning, how the brain works, and what constitutes effective classroom groupings, classrooms have changed little over the past 100 years. We still assume that children of a given age are enough like each other that they can and should traverse the same curriculum in the same fashion. Further, schools act as though all children should finish classroom tasks as near to the same moment as possible, and that school year should be the same length for all learners. To this end, teachers generally assess student content mastery via tests based on specific chapters of the adopted textbook and summative tests at the end of designated marking periods. Teachers use the same grading system for all children of a given age and grade, whatever their starting point at the beginning of the year, with grades providing little if any indication of whether individual students have grown since the previous grading period or the degree to which students' attitudes and habits of mind contributed to their success or stagnation. Toward the end of the school year, schools administer standardized tests on the premise that all students of a certain age should have reached an average level of performance on the prescribed content by the testing date. Teachers, students, and schools that achieve the desired level of performance are celebrated; those that do not perform as desired are reprimanded, without any regard to the backgrounds, opportunities, and support systems available to any of the parties. Curriculum often has been based on goals that require students to accumulate and retain a variety of facts or to practice skills that are far removed from any meaningful context. Drill-and-practice worksheets are still a prime educational technology, a legacy of behaviorism rooted firmly in the 1930s. Teachers still largely run "tight ship" classes and are likely to work harder and more actively than their students much of the time.

In order for a new agent to be admitted to the Group, a raft of assessments were required to be carried out. The slightest impropriety—financial, personal, virtually anything—would lead to a black mark, and that would be that, the proposal would be quietly dropped and the prospective agent would never even know that they had been under consideration. Milton had been no different. MI5 were tasked with the compilation of the reports, and they had done a particularly thorough job with him. They had investigated his childhood, his education, his career in the army and his personal life.

I have said earlier that the typical attention span of a child is his age in minutes. If a parent or teacher expects that a ten-year-old should be able to focus uninterrupted for twenty or thirty minutes, those are unrealistic expectations. When the adult gets to the part of the questionnaire that says, “Often has difficulty sustaining attention in tasks or play activities,” she has to check off one of the following modifiers: always, often, sometimes, rarely, or never. Because of her expectation that a ten-year-old boy should be able to focus for twenty or thirty minutes, she is likely to check off always or often. Is this realistic? Will these kinds of answers lead to a diagnosis of ADD in a boy whose behaviour is perfectly normal? Two other statements on the questionnaire are, “Often leaves seat in classroom or in other situations in which remaining seated is expected,” and “Often has difficulty playing or engaging in leisure activities quietly.” Let’s imagine a December-born boy in grade one sitting with a January-born girl on each side of him. How will he appear? Does he have ADD? I have heard it suggested, and I completely agree, that no child should be assessed for ADD before the age of seven, and even that is pretty young. The “clay” is still very soft. In our modern schools, where we are in the business of making kids “normal” and measuring normalcy, our yardsticks may be flawed. Our standards for normal have two aspects: the tools we use for measuring, and the attitudes and expectations we bring to interpreting the results. We should have great humility when it comes to diagnosing kids. Are our tools accurate and our expectations realistic?

Linda Darling-Hammond, professor of education at the Stanford Graduate School of Education and one of our country’s preeminent testing researchers, has found that assessments and tasks designed and scored by skilled teachers, such as essays, science projects, research assignments, and presentations, are far more effective than standardized tests at promoting learning and diagnosing how students are doing.

Take what’s there, assess the situation, prioritize, and break it down into small tasks you know you can accomplish or eliminate or fix immediately.

Self-efficacy, although related to self-esteem, is not the same thing. Self-efficacy is an individual’s self-assessment of their own ability to perform a task or achieve a goal. Your

No one, however, can be content at this point to be a mere " layman," to be indolent, to be no more than a passive spectator or reader. No one is excused the task of asking questions or the more difficult task of providing and assessing answers. Preaching in the congregation, and the theology which serves its preparation, can be faithful to its theme and therefore relevant and adapted to the circumstances and edifying to the community, only if it is surrounded, sustained and constantly stimulated and fructified by the questions and answers of the community. With his own questions and answers in matters of right understanding and doctrine, each individual Christian thus participates in what the community is commanded to do. If he holds aloof, or slackens, or allows himself to sleep, or wanders into speculation and error, he must not be surprised if sooner or later the same will have to be said about the community as such and particularly about its more responsible members. How many complaints about the "Church" would never be made if only those who make them were to realise that we ourselves are the Church, so that what it has or has not to say stands or falls with us. There can be no doubt that all the great errors which have overtaken the preaching and theology of the community in the course of its history have had their true origin, not so much in the studies of the well-known errorists and heretics who have merely blabbed them out, but rather in the secret inattention and neglect, the private drowsing and wandering and erring, of innumerable nameless Christians who were not prepared to regard the listening of the community to the Word as their own concern, who wanted privacy in their thinking, and who thus created the atmosphere in which heresy and error became possible and even inevitable in the community.

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.

For the new monastic that is clearly not an option. She is required to do the hard work of bringing her personal philosophy and intellectual framework into the light, working on it and merging it with the wisdom of her heart, stretching it, molding it, and making it explicit so that it can function as a road leading her into a life of continual growth and spiritual maturity, allowing her unique talents to flower as benefactions to the whole. In particular, because the new monastic is often creating an individualized framework for her journey, her responsibility for this task becomes much greater. In a certain sense, when she simply relies on a framework given from a religious tradition, she may have the support and guidance of thousands of years of reflective thought and careful cultivation to lean on. This can be a tremendous support. The new monastic must soberly assess these frameworks and the support and guidance they offer, but must give primal credence to that which is arising in her own heart and the living, synthesizing presence of Sophia. In the next section we show why we believe that this personalizing of spiritual frameworks is a necessary step in bringing forth our unity as a human family.

Temptation Bundling One approach to fighting wayward urges involves “temptation bundling,” in which subjects couple a “want” activity with a “should.” In one experiment, Milkman divided participants into three groups. The full group was allowed to listen to audio novels of their choice only at the gym; after their workouts, the novels were locked away. The intermediate group was allowed to keep the audio novels but was encouraged to listen only at the gym. The third, unrestricted group was not limited in any way and could listen to novels whenever they chose. At the start of a nine-week intervention, the full group visited the gym 51 percent more often than the unrestricted group. The intermediates visited the gym 29 percent more than the unrestricteds. Meaning: pairing a “want” activity (listening to a juicy audiobook) with a “should” one (going to the gym) was a strong incentive to exercise. The method was so valuable that when the experiment was done, 61 percent of the participants opted to pay the gym to restrict access to their audiobooks. The effect fades over several months, though, so people have to switch the “want” activity to stay engaged. Even so, these results open up multitudes of possibilities. If we pair an unappealing chore with something we like to do, we increase the odds that we’ll perform the challenging task. For example, you could buy yourself an item of clothing every week you lose some weight. This will force you to assess your body and give you a reward for being disciplined. This is temptation bundling, but it’s also giving yourself a break from a constant stream of “should” activities. It recharges your brain and makes you stronger for the next time a little self-control is required (see below, “Don’t Overdo It”). Another method of improving self-control is the use of precommitment devices, which allow you to lock in good behavior tomorrow based on your good intentions today. An example of this is a website called stickK.com that helps people create commitment contracts. On the site you create a contract with yourself in which you set a goal—for example, losing ten pounds by a specified date. You deposit money into an account and then you select a trainer or coach to referee and confirm whether or not you achieved your goal. If you don’t hit your target, you lose that money. The process ensures that once tomorrow becomes today, you’ll feel a strong pinch if you break the contract. For example, you can commit to giving $500 to charity if you don’t achieve your goal by the specified date. Or choose an anticharity, meaning if you fail you must give money to an organization you don’t want to help, such as the opposing political party, which is an extra incentive not to fail. Using precommitment devices is a way of forcing your future self to do what your present self thinks it should.

In almost 25 years of experience as a high school guidance counselor, a regional college representative, and a private college counselor, I have noted the kinds of things that make the college process productive, successful, and enjoyable. I have worked with so many students who have blossomed in part due to their college search and application process. It can be a period of maturation and of self-exploration, with an honest assessment of skills and interests, development of task organization and discipline, renewed intrafamily communication, and travel to interesting cities and small college towns. I firmly believe when the journey to college is fully embraced, it can truly be loved.

4. In the struggle against your own weakness, humility is the greatest virtue. Humility is having an accurate assessment of your own nature and your own place in the cosmos. Humility is awareness that you are an underdog in the struggle against your own weakness. Humility is an awareness that your individual talents alone are inadequate to the tasks that have been assigned to you. Humility reminds you that you are not the center of the universe, but you serve a larger order. 5. Pride is the central vice. Pride is a problem in the sensory apparatus. Pride blinds us to the reality of our divided nature. Pride blinds us to our own weaknesses and misleads us into thinking we are better than we are. Pride makes us more certain and closed-minded than we should be. Pride makes it hard for us to be vulnerable before those whose love we need. Pride makes coldheartedness and cruelty possible. Because of pride we try to prove we are better than those around us. Pride deludes us into thinking that we are the authors of our own lives. 6. Once the necessities for survival are satisfied, the struggle against sin and for virtue is the central drama of life. No external conflict is as consequential or as dramatic as the inner campaign against our own deficiencies. This struggle against, say, selfishness or prejudice or insecurity gives meaning and shape to life. It is more important than the external journey up the ladder of success. This struggle against sin is the great challenge, so that life is not futile or absurd. It is possible to fight this battle well or badly, humorlessly or with cheerful spirit. Contending with weakness often means choosing what parts of yourself to develop and what parts not to develop. The purpose of the struggle against sin and weakness is not to “win,” because that is not possible; it is to get better at waging it. It doesn’t matter if you work at a hedge fund or a charity serving the poor. There are heroes and schmucks in both worlds. The most important thing is whether you are willing to engage in this struggle.

A computational procedure is said to have a top-down organization if it has been constructed according to some well-defined and clearly understood fixed computational procedure (which may include some preassigned store of knowledge), where this procedure specifically provides a clear-cut solution to some problem at hand. (Euclid's algorithm for finding the highest common factor of two natural numbers, as described in ENM, p. 31, is a simple example of a top-down algorithm.) This is to be contrasted with a bottom-up organization, where such clearly defined rules of operation and knowledge store are not specified in advance, but instead there is a procedure laid down for the way that the system is to 'learn' and to improve its performance according to its 'experience'. Thus, with a bottom-up system, these rules of operation are subject to continual modification. One must allow that the system is to be run many times, performing its actions upon a continuing input of data. On each run, an assessment is made-perhaps by the system itself-and it modifies its operations, in the lifht of this assessment, with a view to improving this quality of output. For example, the input data for the system might be a number of photographs of human faces, appropriately digitized, and the system's task is to decide which photographs represent the same individuals and which do not. After each run, the system's performance is compared with the correct answers. Its rules of operation are then modified in such a way as to lead to a probable improvement in its performance on the next run.

In 2013, the ACRC enhanced the assessments on current laws, selecting and conducting the assessment on 6 tasks, a 100% increase from the previous year. It

Nato and the UK intelligence services have been put on “high alert” for a cyber attack. Officials from Nato’s cyber defence unit have been meeting with GCHQ, the UK’s electronic spying agency, and other agencies since mid›July to share intelligence assessments and prepare for the event, people familiar with the plans have told the Financial Times. A joint task force is working around the clock to protect the alliance’s global systems and ensure the security of networks at the conference itself.

Questions to Consider 1. Strategic intent is a powerful core for any strategy. We can sometimes lose sight of this core, wrapped in the minutiae of the day and focused on task accomplishment. In the process, our strategy can lose its focus. Select a major goal in your professional life right now and assess whether your strategy is guided by a strong, focused core of strategic intent. Can you narrate this intent in one or two short sentences? 2. Strategic intent means identifying an extreme gap between resources and ambitions and developing a strategy to fulfill those ambitions. Are your own goals ambitious, or have you intentionally set goals that are easily met? If it’s the latter, set a major goal today that seems out of reach and then realistically assess what resources must be acquired and what capabilities developed to achieve that goal. 3. We sometimes shortchange ourselves by not thinking grandly enough. John F. Kennedy and Martin Luther King were grand thinkers and visionaries who were able to articulate strategic intent to achieve almost impossible goals. Do you have grand goals, or have you unintentionally limited yourself by closing off certain options before they are even considered? Spend a few minutes each day thinking “grandly” about ideas that most people would reject, telling themselves, “You can’t do that.

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In School of One, students have daily "playlists" of their learning tasks that are attuned to each student's learning needs, based on that student's readiness and learning style. For example, Julia is way ahead of grade level in math and learns best in small groups, so her playlist might include three or four videos matched to her aptitude level, a thirty-minute one-on-one tutoring session with her teacher, and a small group activity in which she works on a math puzzle with three peers at similar aptitude levels. There are assessments built into each activity so that data can be fed back to the teacher to choose appropriate tasks for the next playlist.

Another vital component of the UDL is the constant flow of data from student work. Daily tracking for each lesson, as well as mid- and end-of-module assessment tasks, are essential for determining students’ understandings at benchmark points. Such data flow keeps teaching practice firmly grounded in students learning and makes incremental progress possible. When feedback is provided, students understand that making mistakes is part of the learning process.

Peer-Assessment 25 Peer-assessment helps students in many ways. First, it gives them a chance to compare their own work to that of their peers. This helps them to develop a greater sense of what can be done. Second, it opens up success criteria, ensuring pupils can become more familiar with what they need to do to succeed. Third, it allows students to think of new ideas based on what they see while engaged in the task. You can ask pupils to peer-assess any work produced in class or at home. Just make sure they have a mark scheme or set of criteria to use and that you train them on how to give good feedback (that is clear and focussed on the learning).

The current ruling ontology denies any possibility of a social causation of mental illness. The chemico-biologization of mental illness is of course strictly commensurate with its depoliticization. Considering mental illness an individual chemico-biological problem has enormous benefits for capitalism. First, it reinforces Capital’s drive towards atomistic individualization (you are sick because of your brain chemistry). Second, it provides an enormously lucrative market in which multinational pharmaceutical companies can peddle their pharmaceuticals (we can cure you with our SSRIs). It goes without saying that all mental illnesses are neurologically instantiated, but this says nothing about their causation. If it is true, for instance, that depression is constituted by low serotonin levels, what still needs to be explained is why particular individuals have low levels of serotonin. This requires a social and political explanation; and the task of repoliticizing mental illness is an urgent one if the left wants to challenge capitalist realism. It does not seem fanciful to see parallels between the rising incidence of mental distress and new patterns of assessing workers’ performance.

When employees are at odds over commission allocation, as a leader, an optimal /highly effective strategy entails meticulously assessing the quandary, proposing a transparent and collaborative resolution, securing consensus, meticulously documenting both the agreement and its implementation, and then enacting the solution with precision. Conflict resolution transcends being merely an art; it is equally a science. It aims at circling things out and putting the matters into perspective for the next move and it's purpose is to bring clarity to the situation and lay the groundwork for the next stage of the task or a new assignment.

His drawings served as visual thought experiments. By rendering the mechanisms in his notebooks rather than actually constructing them, he could envision how they would work and assess whether they would achieve perpetual motion. He eventually concluded, after looking at many different methods, that none of them would. In reasoning so, he showed that, as we go through life, there is a value in trying to do such tasks as designing a perpetual-motion machine: there are some problems that we will never be able to solve, and it’s useful to understand why. “Among the impossible delusions of man is the search for continuous motion, called by some perpetual wheel,” he wrote in the introduction to his Codex Madrid I. “Speculators on perpetual motion, how many vain chimeras you have created in this quest!

Effective delegation of tasks to team! Establishing a culture of trust within your team, encouraging open communication and collaboration is the key. Clearly define the scope and context of each task, providing relevant background information to enhance understanding. Set measurable objectives and deadlines, allowing team members to take ownership of their responsibilities. Foster an environment that promotes continuous learning by encouraging team members to seek feedback and share insights throughout the process. Finally, regularly assess progress and adapt strategies as needed, ensuring that delegation remains a dynamic and responsive process. Draw a distinction between tearing down criticism to building up ( constructive) criticism. This points to communication skills.

I have said that this new development [automation] has unbounded possibilities for good and for evil. For one thing, it makes the metaphorical dominance of the machines, as imagined by Samuel Butler, a most immediate and non-metaphorical problem. It gives the human race a new and most effective collection of mechanical slaves to perform its labor. Such mechanical labor has most of the economic properties of slave labor, although, unlike slave labor, it does not involve the direct demoralizing effects of human cruelty. However, any labor that accepts the conditions of competition with slave labor accepts the conditions of slave labor, and is essentially slave labor. The key word of this statement is competition. It may very well be a good thing for humanity to have the machine remove from it the need of menial and disagreeable tasks, or it may not. I do not know. It cannot be good for these new potentialities to be assessed in the terms of the market, of the money they save; and it is precisely the terms of the open market, the “fifth freedom,” that have become the shibboleth of the sector of American opinion represented by the National Association of Manufacturers and the Saturday Evening Post. I say American opinion, for as an American, I know it best, but the hucksters recognize no national boundary.

For Joule “the study of nature and her laws” was “essentially a holy undertaking.” He could summon the monumental patience required to assess minute errors in a prolonged series of measurements, and at the same time transcend the details and see his work as a quest “for acquaintance with natural laws ... no less than an acquaintance with the mind of God therein expressed.” Great theorists have sometimes had thoughts of this kind—one might get the same meaning from Albert Einstein’s remark that “the eternal mystery of the world is its comprehensibility”—but experimentalists, whose lives are taken up with the apparently mundane tasks of reading instruments and designing apparatuses, have rarely felt that they were communicating with the “mind of God.

Now, and only now, you can cast a critical eye on the conditions your team has identified. The task is to assess which of the conditions your team believes are the least likely to hold true. In other words, now that you’ve specified what would have to be true for this possibility to be a great idea, which of those conditions worry the team the most and seem the least likely to be true?

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.

The task is not to disown the mindsets but to redirect their energies so they can serve us and others. Thus, fear can be mined for wise caution. Desire makes it possible to reach out. Judgment includes intelligent assessment. Control is necessary in most daily activities. Fantasy is the springboard to the imagination and creativity.

. In the preliminary phase, teachers face the critical task of making informed choices, shaping the trajectory of remediation through assessment, objective clarity, strategic planning, and resource selection.

The connectome that lights up when you’re engaged in a task is called the task-positive network, or TPN. Aptly named, the TPN gets you down to work. You’re deliberately doing something and you are intent on it, unaware of much beyond the bounds of what you’re doing. In this state, you don’t consciously know whether you’re happy or not, which is just as good as being happy, if not better, because you’re not wasting any energy in self-assessment. You may become frustrated with what you’re doing and have moments of anger or dismay, but if you stay in the task, in the TPN, those moments will pass, and the TPN, buoyant connectome that it is, will carry you along. When you’re thinking with the TPN, you’re in the Angel mindset. But you can also get trapped in the TPN, doing a task from which you cannot disengage. This is the hyperfocused state that people with ADHD can fall into. Far from being helpful, it can keep you stuck in one task, unable to shut down the screen, turn off the TV, or move from one paragraph to the next. This is the often unrecognized downside of focus.

Most people are terrible at the seemingly simple task of assessing their own talents.

Antisthenes was not the first to differ significantly from the Hesiodic assessment of work. Rather, his proposition that ponos is a good rather than an unwelcome punishment was preceded by the emergence of an "industrious optimism" especially after the late fifth century. Optimistic man sets himself above environmental forces and asserts himself in the world as an indomitable force. Rather than accepting a god-given lot, he dares to "take fate by the throat." Rather than plodding the old furrows, he strikes out in a new direction, gives himself new tasks, implements his own plans, accepts his own failures. Some are more driven than others. The most ambitious impose upon themselves the greatest tasks and work incessantly for success. Some terrible restlessness goads these imperialists on, and as they hunt victory relentlessly they stamp down the weak and scoff at talk of justice. What do they want? It is hard to tell, since no success seems to satisfy them. Each triumph inspires new undertakings, each disaster resilient hope. They seem to toil on without end, as if human desire itself were infinite.

Antisthenes' learning from Socrates came to an end in the spring of 399 B.C., when Socrates was tried and executed. The charge was irreligiosity, which implied, as pointed out earlier, a lack of respect or fearlessness. He did not have the fear, respect, and reverential awe ( crif3ac;) toward the laws and their foundation-the gods-that were expected of law-abiding citizens. At least in word, he had challenged the structure of the State and, worse still, had taught others to do like-wise, according to the affidavit submitted by the prosecutors. He had stood apart from the people and had seldom taken part in their political affairs. He had shown little respect for Homer and other epic poets, from whom people learned their moral values. He had set up himself as a monarch and had claimed access to a secret voice that guided his conduct. For this, the Athenians found him guilty and sentenced him to die by hemlock poisoning. To make things worse, he had defended himself in what was an unusual way, neither asking for mercy nor producing his family before the jurors nor giving any indications of wanting to reach an accommodation nor showing consternation at the prospect of death. Socrates' execution must have had a profound impact on his associates. From Plato's seventh letter, for instance, we learn how it affected his assessment of the Athenian polity and, in fact, of every other polity. All human political and social arrangements, Plato concluded (Epist. 7.325d-326a), were almost beyond repair and could not be helped except by some miraculous plan and a streak of good luck. Later on, he would insist on the necessity of casting aside all existing political and social arrangements in order to undertake the task of reforming them as if on a new canvass, because those used hitherto were useless. Like an artist bent on correcting a painting full of flaws, who eventually decides to discard it, Plato envisioned the possibility of recreating society on a new foundation. His political dialogues, the Republic and the Laws, are the literary testament of his aspirations. Antisthenes, however, appears not to have sheltered such aspirations. The human world, which according to Plato was "almost beyond repair," was for Antisthenes truly beyond repair and there was nothing to do about it, except to tear it down, and Socrates' execution provided irrefutable evidence for this. Socrates had practiced what the Athenians regarded as an inviolable right-n:appfJ

pressures and intense learning curve It takes time to get up to speed on the content of your new position, and yet business and markets cannot slow down and wait for you to catch up. Decisions still need to be taken and, consequently, the pressure can build up and will need to be managed in order to stay operating effectively. Being overwhelmed with immediate fire-fighting and task-driven priorities It would be tempting to get busy and dive into the immediate business tasks and issues. But you need to have the strength of character to step back and take time out to look at the big picture: what tasks should you continue, what should you stop, and what should you start? Need to invest energy in building new networks and forging new stakeholder relationships There is no point in having the right vision and strategy in isolation of bringing people with you. The culture may be dense and slow-moving – people may be resistant to the changes you bring. Invest early in the influencer and stakeholder network. Dealing with legacy issues from the predecessor Depending on the quality of your predecessor, your unit may or may not have a good reputation, and your team may have developed poor habits, behaviours and disciplines that will take time to address. Or you may have to endure the scenario of filling the shoes of a much-loved predecessor, and being initially resented as the new guy whose mandate is to change how things have always been done before. Challenges on inheriting or building a team and having to make tough personnel decisions Don’t expect underperformers to have been weeded out prior to your arrival. A key task in your first 100 days will be to assess the quality of your team: who stays, who goes and what fresh talent is needed on board. Unfortunately, your best talent is possibly now de-motivated and resentful – and consequently underperforming – because they applied unsuccessfully for your job. For external appointments, a lack of experience of the new company culture may lead to inadvertent gaffes and early political blunders – all of which can take time to recover From the innocuous to the significant, everything you do is being judged as indicative of your character. Checking your smart device during a meeting may deeply offend your new role stakeholders who may judge that action as an indication that you are brash, uninterested and arrogant. You will need to be on ‘hyper alert’ to consciously pick up clues on the acceptable norms and behaviours in your new culture. Getting the balance right between moving too fast and moving too slowly Newly appointed people sometimes panic and this can result in either doing too much (scattergun approach, but not tackling the core issues) or doing too little (‘I’ll just listen and learn for the first three months, and then decide what to do’). Neither extreme cuts it. Find the right balance.

Too many of them see it as an “us and them” situation, Crowley had said when he briefed Will for the posting. After all, it is part of our task to keep tabs on them, to assess their battle readiness and their level of skill and training. Some Barons and Battlemasters don’t like that. They like to believe they’re running their own race and they don’t care to have Rangers watching over their shoulders.

Evidence-Based Practice in Psychology de la APA expresa que la formulación basada en evidencia es la que aplica la mejor investigación, conocimiento, y experiencia al caso (American Psychological Association Task Force on the Assessment of Competence in Professional Psychology, 2006).

Cyrus assessed his army’s situation somewhat differently. He was unconcerned, to say the least, to preserve the political balance either within the army or at home, but very concerned that the small size of the army’s most effective branch rendered it unfit for the tasks he had in mind for it. The obvious military solution was to give heavy weapons to the commoners (weapons to be paid for by the frightened Cyaxares) and to induce them, by the promise of equal treatment in the future, to join the ranks of the fighters-at-close-quarters.

giving performance reviews is a very complicated and difficult business and that we, managers, don’t do an especially good job at it. The fact is that giving such reviews is the single most important form of task-relevant feedback we as supervisors can provide. It is how we assess our subordinates’ level of performance and how we deliver that assessment to them individually. It is also how we allocate the rewards—promotions, dollars, stock options, or whatever we may use. As we saw earlier, the review will influence a subordinate’s performance—positively or negatively—for a long time, which makes the appraisal one of the manager’s highest-leverage activities.

real estate organizations and the individuals with the greatest skill and stamina at appropriately assessing risk and then bringing a complete tool kit to the task of solving the risks are the ones who win.

The first kind of feedback relates more to summative assessments, which are the judgments we make about student performance; the second kind relates more to formative assessments, which are the opportunities we provide for students to try their hand at a task and get feedback on it before they are measured for their high-stakes grades.

Generally, Morgenthau ignored the hate mail, though he occasionally responded to the more temperate letters. But one public attack that he chose to answer came from the influential, nationally syndicated columnist Joseph Alsop. Among the members of the press, he was the most vociferous of hawks. Even lifelong friends like Isaiah Berlin thought his views on Vietnam “a trifle mad . . . even odious.” In March 1965 Alsop wrote a column directed at Morgenthau that began: “One proof of the wisdom of President Johnson’s Vietnamese policy is its marked success to date.” But that success had generated criticism from credulous politicians like Fulbright and “pompous” professors like Morgenthau, whom Alsop labeled an “appeaser” in the mold of “the be-nice-to-Hitler group in England before 1939.” The mention of Hitler had to be especially wounding to Morgenthau, who said “the gates of the political underworld seem to have opened.” Before Alsop’s column appeared, Morgenthau reported, even those who disagreed with him did so respectfully, but now “I receive every day letters with xenophobic, red-baiting, and anti-Semitic attacks.” Morgenthau responded to Alsop with a long letter to the editor of the Washington Post. The debate, such as it was, turned on the intentions of the Communist Chinese. To Alsop, who prided himself on his knowledge and appreciation of Chinese civilization, the Chinese were historically expansionist, always bent on conquest and therefore analogous to the Nazis of the Third Reich. To which Morgenthau rejoined that “Mao Zedong is not Hitler, that the position of China in Asia is not like that of Nazi Germany in Europe,” and that his opposition to the war in Vietnam could not be equated with the appeasers of the 1930s. No doubt wearily, he took up the task once again of explaining that spheres of influence were a reality of international relations, ignored only at one’s peril, and that if China had managed to extend its power in Asia it was “primarily through its political and cultural superiority and not through conquest.” (Years later, Kissinger would offer a similar assessment of the Chinese.)

So, what should be New York’s highest-priority project? Unfortunately, no objective measure or crystal ball exists to answer that question. Peter Hall’s 1982 book, Great Planning Disasters, reveals the difficulty of trying to assess and compare megaprojects. The author, a world-renowned urban planner, singled out the Sydney Opera House and San Francisco’s BART rail system as planning disasters. The opera house had faced massive cost overruns and its design made it unable to function as a major opera house, while the BART system was attracting far fewer riders than expected. Hall had no idea that these two projects would prove to be wildly successful. The opera house is now Australia’s top tourist destination and the country’s most iconic structure, while BART has become essential to the economic health of the San Francisco Bay Area and the backbone of its transit system. Hall’s effort to determine the success of these two projects after they were built was relatively straightforward compared to a task that requires even more guesswork—assessing projects before they are built, when estimates of both costs and benefits are subject to wide debate and manipulation.

And while she is talking, the most important tasks you have are to listen and not put words (or feelings) into the client’s mouth. What that means is that the client may describe to you a situation that would make you feel angry, or frightened, or helpless. However, that’s not necessarily what the client feels or can accept that she feels. Therefore, you need to respond with language that is as emotionally neutral as possible. Stay away from loaded words like “furious” or “incompetent” or “I would have felt…” Also, avoid clinical jargon like “depressed” or “anxious” or “guilty.” Let the client tell you what she is experiencing by simply listening or saying something like, “That sounds like it was very difficult for you,” or, “I can see this is very painful for you.” Let the client define what difficult means or what it is that is painful for her.

For a leader to diagnose a church for a culture compatible for developing leaders requires a good bit of courage and even more humility. The leadership task of discovering problems rather than ignoring them is not necessarily a well-worn path in the world of Christian leadership. We struggle to admit something is off or wrong in our cultures. For many, “ministry success” is the only acceptable narrative, and the demand for it has been fertile soil for hubris that has plagued leaders longing for or envious of ministry celebrity status. But if we are to be churches that train the very best leaders, we must put our egos to death. For the leader who longs for the church to repent, change often begins with the leader’s repentance. While we are wasting our time if we only address behavior while ignoring the wrong convictions, to discover what a culture fundamentally believes, a leader must work backward from the behaviors. While it is foolish and futile to attempt to change culture by only addressing behavior, one can learn the culture by watching the collective behavior of the church, by observing what is applauded and what is seen as normal. By observing the aggregate behaviors of the people, one can get a good sense of what the church really believes. We offer the following framework to help church leaders assess if the culture actually believes in and values leadership development. While this list of attributes does not cover everything that can or should be present in a church culture, we believe this list includes critical cultural attributes necessary for leadership development. The framework was built from the theological beliefs outlined in the previous chapter along with potential deviant expressions that corrode a church culture. As you consider your church culture, do the attributes on the left describe the church or those on the right? Working backward from the behavioral analysis, it is possible to make some theological assessments for church culture.

Without cultural change, we are hopeless to change existing results.5 Of all changes, cultural change is the most difficult. It is essentially changing the collective DNA of an entire group of people. To understand how to change culture, it is helpful to know how change works in general. Changing Church Culture Change is extremely difficult. One of the most vivid and striking examples of this painful reality is the inability of heart patients to change even when confronted with grim reality. Roughly six hundred thousand people have a heart bypass each year in the United States. These patients are told they must change. They must change their eating habits, must exercise, and quit smoking and drinking. If they do not, they will die. The case for change is so compelling that they are literally told, “Change or die.”6 Yet despite the clear instructions and painful reality, 90 percent of the patients do not change. Within two years of hearing such brutal facts, they remain the same. Change is that challenging for people. For the vast majority of patients, death is chosen over change. Yet leadership is often about change, about moving a group of people to a new future. Perhaps the most recognized leadership book on leading an organization to change is John Kotter’s Leading Change. And when ministry leaders speak or write about leadership, they often look to the wisdom found in the book of Nehemiah, as it chronicles Nehemiah’s leadership in rebuilding the wall around Jerusalem. Nehemiah led wide-scale change. Nehemiah never read Kotter’s book, and he led well without it. The Lord well equipped Nehemiah for the task of leading God’s people. But it is fascinating to see how Nehemiah’s actions mirror much of what Kotter has observed in leaders who successfully lead change. With a leadership development culture in mind, here are the eight steps for leading change, according to Kotter, and how one can see them in Nehemiah’s leadership. 1. Establish a sense of urgency. Leaders must create dissatisfaction with an ineffective status quo. They must help others develop a sense of angst over the brokenness around them. Nehemiah heard a negative report from Jerusalem, and it crushed him to the point of weeping, fasting, and prayer (Neh. 1:3–4). Sadly, the horrible situation in Jerusalem had become the status quo. The disgrace did not bother the people in the same way that it frustrated Nehemiah. After he arrived in Jerusalem, he walked around and observed the destruction. Before he launched the vision of rebuilding the wall, Nehemiah pointed out to the people that they were in trouble and ruins. He started with urgency, not vision. Without urgency, plans for change do not work. If you assess your culture and find deviant behaviors that reveal some inaccurate theological beliefs, you must create urgency by pointing these out. If you assess your culture and find a lack of leadership development, a sense of urgency must be created. Leadership development is an urgent matter because the mission the Lord has given us is so great.

The wisdom would self-assess your immortality and self-reinforce the divine task to progress and reach the higher consciousness.

Find someone who has never been to your church. That’s usually a pretty easy task. Ask them to assess all of the church’s facilities, from the signage to the parking lot to the exterior to the interior. Ask them to take copious notes. Perhaps you can even pay them a small stipend for the effort. Actually, let me make it easier on you. Go to ThomRainer.com and get the free facility audit. Have the guest complete it. Make certain you ask them to be perfectly transparent and truthful, even if the process is a bit painful. After they have looked over all of your facilities and grounds, take the information and assess it yourself. Perhaps you bring in a few key leaders. It’s time to face the reality of what guests see when they come to your church.

Feedback is most effective when it is the right kind (e.g., detailed and narrative, not graded), delivered in the right way (supportive), at the right time (sooner for low-level knowledge but not so soon that it prevents metacognitive processing and later for complex tasks), and to the right person (who is in a receptive mood and has reasonably high self-efficacy).

Our preoccupation with other people stems from our evolutionary past: Belonging to a group was necessary for survival. Reproduction, defense, and hunting large animals—all these were impossible tasks for individuals to achieve alone. Banishment meant certain death, and those who opted for the solitary life—of which there were surely a few—fared no better and disappeared from the gene pool. In short, our lives depended on and revolved around others, which explains why we are so obsessed with our fellow humans today. The result of this infatuation is that we spend about 90 percent of our time thinking about other people and dedicate just 10 percent to assessing other factors and contexts.