Assessment Tools Quotes

He’s a lovely guy, but there’s no spark between us whatsoever. It just goes to show, that even with all their fancy assessment tools, the government can’t legislate for chemistry.

Education itself is Marketing--marketing tools and perspectives to people who don't necessarily realize why they need them, how it will serve them, what they might accomplish with them. And, ensuingly, Marketing itself is Education (with no attempt to assess the value of what is being marketed).

Stay diagnostic even as you take action.

body language and tone of voice—not words—are our most powerful assessment tools.

Assess believability by systematically capturing people’s track records over time. Every day is not a new day. Over time, a body of evidence builds up, showing which people can be relied on and which cannot. Track records matter, and at Bridgewater tools such as Baseball Cards and the Dot Collector make everyone’s track records available for scrutiny.

Grades ultimately end up being a power tool that serves the teacher but not the student.

Vaillant concluded that we adapt best to life when we are aware of our own feelings and motives and can assess reality objectively.

An hour later, thoroughly appalled with the state of the cabin now that she had given it a thorough assessment, Camilla sailed into the shed. She was armed with a long list. "You need supplies." "Hand me that damn wrench." She picked up the tool and considered herself beyond civilized for not simply bashing him over the head with it. "Your home is an abomination. I'll require cleaning supplies - preferably industrial strength. And if you want a decent meal, I'll need some food to stock the kitchen. You have to go into town." He battled the bolt into submission, shoved the switch on. And got nothing but a wheezy chuckle out of the generator. "I don't have time to go into town." "If you want food for your belly and clean sheets on which to sleep, you'll make time.

You review the past to assess the present and then determine what actions are necessary to change your future. You take what you know and apply it to how you want to grow. Thus, the power of journaling.

In fact, the greatest savings from wellness programs come from the penalties assessed on the workers. In other words, like scheduling algorithms, they provide corporations with yet another tool to raid their employees’ paychecks.

SIX STEPS TO BETTER DECISION-MAKING Step 1—Identify the reasonable set of possible outcomes. Step 2—Identify your preference using the payoff for each outcome—to what degree do you like or dislike each outcome, given your values? Step 3—Estimate the likelihood of each outcome unfolding. Step 4—Assess the relative likelihood of outcomes you like and dislike for the option under consideration. Step 5—Repeat Steps 1–4 for other options under consideration. Step 6—Compare the options to one another.

What is a price? It is a proposed point of agreement between a buyer and seller. The proposal is the key. It is not a marching order. Past prices represent deals done in history. Current prices represent possible deals in the future. Prices embed vast information about perceived realities: resource availability, consumer demand, cultural biases and habits, speculations about the future. The price is also an amazing tool. It provides an objective basis for accounting and the assessment of profit and loss. Without prices, real prices rooted in real market experience, we’d been lost.

It is impossible to get what you want out of life through indiscriminate action.  This is where some honest self-assessment combined with SMART goals comes in, both of which will serve to inspire motivation upon demand, give you a direction to direct your energy towards, and translate impulsivity into creativity.

Although in principle both women believed in love, neither of them believed in romance. It was all a performance for them, what women had to do for men, what men had to do for women—it was a manner of assessing each other’s value. Cora had taken an economics class in college and was fairly certain her vagina was a capitalist tool.

Then let’s use this incredible tool God has given us to assess the risks that we face every day. We have the means to analyze risks and decide which are worth taking and which should be avoided. Do you have a brain? Then use it. That’s the secret. That’s my simple but powerful prescription for life, love, and success in a dangerous world.

If you are what you eat then, to the world, you are how you dress. The passerby who only has one to two seconds must use the most powerful evidence to assess you —your clothing. I know it's quite superficial but, unfortunately, appearances provide a quick decision making tool when time is limited. In the realm of authority, clothing is a powerful symbol.

Some days, it feels unreasonable to expect that an academic text can work as a form of movement assessment or to support social and political change, including the redistribution of power. Perhaps nonfiction & the arts--literature, poetry & film--are potentially much better suited to the work of politically engaging audiences than the staid tools of the academy.

it’s almost like, sometimes, I’m not a participant in my own life. I’m an observer of that guy who’s doing it. So, if I’m having a conversation with you and we’re trying to discuss a point, I’m watching and saying [to myself], ‘Wait, am I being too emotional right now? Wait a second, look at him. What is his reaction?’ Because I’m not reading you correctly if I’m seeing you through my own emotion or ego. I can’t really see what you’re thinking if I’m emotional. But if I step out of that, now I can see the real you and assess if you are getting angry, or if your ego is getting hurt, or if you’re about to cave because you’re just fed up with me. Whereas, if I’m raging in my own head, I might miss all of that. So being able to detach as a leader is critical.

Now I love lists. I like long detailed lists. I like big unruly lists. I like sorting unsorted lists into outline form, then separating out their topics into lists of their own. Every single project I do involves the making of lists. I make them for organization, of course, but I also make them for assessment, for momentum as a stress reliever, and, counterintuitively, as a means to improve my creativity and free my thinking. There are daily lists, there are project lists. There are “things to order” lists. I make lists of pieces of research that I want together, lists of people I am collaborating with . . . . I make lists of things I need to purchase, things I need to find, and when all of those objects are going to get to me. And hopefully, finally, there are “homestretch” lists, that tell me I’m reaching the end.

SALES ASSESSMENT ONLINE. The world's first customized sales assessment, renamed a "successment," will judge your selling skill level in 12 critical areas of sales knowledge and give you a diagnostic report that includes fifty mini sales lessons. This amazing tool will rate your sales abilities and explain your opportunities for sales growth. This program is aptly named KnowSuccess because you can't know success until you know yourself.

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

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.

Fending means being responsible and accountable. It means you seek the thing—the job opportunity, the apartment to rent, the medication refill, the groceries to make a meal, the jack for the flat tire, the info on how to pay your taxes—and you find it and make something of it, rather than waiting around to have the thing handed to you or handled for you by someone else. Fending is also about assessing options. It’s asking yourself, Well, what should I do, and what am I capable of, and what resources and tools are around me? And you assemble some solution out of that. It’s usually not a perfect solution, but at least it’s a way forward.

In 2006, the Vogelstein team revealed the first landmark sequencing effort by analyzing thirteen thousand genes in eleven breast and colon cancers. (Although the human genome contains about twenty thousand genes in total, Vogelstein’s team initially had tools to assess only thirteen thousand.) In 2008, both Vogelstein’s group and the Cancer Genome Atlas consortium extended this effort by sequencing hundreds of genes of several dozen specimens of brain tumors. As of 2009, the genomes of ovarian cancer, pancreatic cancer, melanoma, lung cancer, and several forms of leukemia have been sequenced, revealing the full catalog of mutations in each tumor type. Perhaps

Nuclear deterrence will remain a vital aspect of security. or Nuclear deterrence will have a smaller role in future security. Sources are split in their assessment of the importance of nuclear weapons and the validity of traditional nuclear deterrence in the 2001 - 2015 period. On the one hand are those who see nuclear weapons as decreasingly effective tools in deterring war. On the other are those experts who concede that nuclear weapons may have a different role than at the height of the Cold War, but who argue that they remain the ultimate deterrent, with considerable effect on the actions of even rogue states. Many experts who state a moral opposition to nuclear weapons have translated this into forecasts of a globalized world in which nuclear deterrence no longer makes sense. With greater economic interdependence, this argument runs, even the so-called "rogue states" will be reconciled to the international order, renouncing or reducing their overt or covert nuclear arsenals.

Here is another example that demonstrates the tightly linked interests that both cause and treat cancer. In 1978, Imperial Chemical Industries (ICI), one of the largest companies in the world, specializing in agrochemicals and pharmaceuticals, developed the cancer drug tamoxifen. In 1985, along with the American Cancer Society, ICI founded the National Breast Cancer Awareness Month with the aim of promoting mammography as the most effective tool against breast cancer. In 1990 Imperial Chemical Industries was accused of dumping DDT and PCBs, known carcinogens, into the Long Beach and Los Angeles harbors. Zeneca, producer of tamoxifen, demerged from ICI in 1993, and later merged with Astra AB in 1999 to form AstraZeneca. Astra AB had developed the herbicide acetochlor, classified by the EPA as a probable carcinogen. In 1997 Zeneca purchased Salick Health Care, a chain of for-profit outpatient cancer clinics. Subsequently AstraZeneca launched a major publicity campaign encouraging women to assess their risk factors for breast cancer, downplaying the dangers of tamoxifen in order to create a market for its prophylactic, or chemopreventative, use and, more recently, for the breast cancer drug Arimidex (anastrozole), approved in 2002 and used as an alternative to tamoxifen (Arimidex went off patent in 2010).

told my people that I wanted only the best, whatever it took, wherever they came from, whatever it cost. We assembled thirty people, the brightest cybersecurity minds we have. A few are on loan, pursuant to strict confidentiality agreements, from the private sector—software companies, telecommunications giants, cybersecurity firms, military contractors. Two are former hackers themselves, one of them currently serving a thirteen-year sentence in a federal penitentiary. Most are from various agencies of the federal government—Homeland Security, CIA, FBI, NSA. Half our team is devoted to threat mitigation—how to limit the damage to our systems and infrastructure after the virus hits. But right now, I’m concerned with the other half, the threat-response team that Devin and Casey are running. They’re devoted to stopping the virus, something they’ve been unable to do for the last two weeks. “Good morning, Mr. President,” says Devin Wittmer. He comes from NSA. After graduating from Berkeley, he started designing cyberdefense software for clients like Apple before the NSA recruited him away. He has developed federal cybersecurity assessment tools to help industries and governments understand their preparedness against cyberattacks. When the major health-care systems in France were hit with a ransomware virus three years ago, we lent them Devin, who was able to locate and disable it. Nobody in America, I’ve been assured, is better at finding holes in cyberdefense systems or at plugging them. “Mr. President,” says Casey Alvarez. Casey is the daughter of Mexican immigrants who settled in Arizona to start a family and built up a fleet of grocery stores in the Southwest along the way. Casey showed no interest in the business, taking quickly to computers and wanting to join law enforcement. When she was a grad student at Penn, she got turned down for a position at the Department of Justice. So Casey got on her computer and managed to do what state and federal authorities had been unable to do for years—she hacked into an underground child-pornography website and disclosed the identities of all the website’s patrons, basically gift-wrapping a federal prosecution for Justice and shutting down an operation that was believed to be the largest purveyor of kiddie porn in the country. DOJ hired her on the spot, and she stayed there until she went to work for the CIA. She’s been most recently deployed in the Middle East with US Central Command, where she intercepts, decodes, and disrupts cybercommunications among terrorist groups. I’ve been assured that these two are, by far, the best we have. And they are about to meet the person who, so far, has been better. There is a hint of reverence in their expressions as I introduce them to Augie. The Sons of Jihad is the all-star team of cyberterrorists, mythical figures in that world. But I sense some competitive fire, too, which will be a good thing.

THE ORIGIN OF INTELLIGENCE Many theories have been proposed as to why humans developed greater intelligence, going all the way back to Charles Darwin. According to one theory, the evolution of the human brain probably took place in stages, with the earliest phase initiated by climate change in Africa. As the weather cooled, the forests began to recede, forcing our ancestors onto the open plains and savannahs, where they were exposed to predators and the elements. To survive in this new, hostile environment, they were forced to hunt and walk upright, which freed up their hands and opposable thumbs to use tools. This in turn put a premium on a larger brain to coordinate tool making. According to this theory, ancient man did not simply make tools—“tools made man.” Our ancestors did not suddenly pick up tools and become intelligent. It was the other way around. Those humans who picked up tools could survive in the grasslands, while those who did not gradually died off. The humans who then survived and thrived in the grasslands were those who, through mutations, became increasingly adept at tool making, which required an increasingly larger brain. Another theory places a premium on our social, collective nature. Humans can easily coordinate the behavior of over a hundred other individuals involved in hunting, farming, warring, and building, groups that are much larger than those found in other primates, which gave humans an advantage over other animals. It takes a larger brain, according to this theory, to be able to assess and control the behavior of so many individuals. (The flip side of this theory is that it took a larger brain to scheme, plot, deceive, and manipulate other intelligent beings in your tribe. Individuals who could understand the motives of others and then exploit them would have an advantage over those who could not. This is the Machiavellian theory of intelligence.) Another theory maintains that the development of language, which came later, helped accelerate the rise of intelligence. With language comes abstract thought and the ability to plan, organize society, create maps, etc. Humans have an extensive vocabulary unmatched by any other animal, with words numbering in the tens of thousands for an average person. With language, humans could coordinate and focus the activities of scores of individuals, as well as manipulate abstract concepts and ideas. Language meant you could manage teams of people on a hunt, which is a great advantage when pursuing the woolly mammoth. It meant you could tell others where game was plentiful or where danger lurked. Yet another theory is “sexual selection,” the idea that females prefer to mate with intelligent males. In the animal kingdom, such as in a wolf pack, the alpha male holds the pack together by brute force. Any challenger to the alpha male has to be soundly beaten back by tooth and claw. But millions of years ago, as humans became gradually more intelligent, strength alone could not keep the tribe together.

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

It would really help us if you could all agree on one tool to assess Letter Identification, Concepts about Print, and Sight Words.

Several sedation scales—the Richmond Agitation Sedation Scale (RASS), Adaptation to the Intensive Care Environment (ATICE) tool, and the Minnesota Sedation Assessment Tool (MSAT)—as well as tools for assessment of analgesia in the ICU, such as the visual analog scale, the numeric rating scale, behavioral pain scale,7,8 and critical care pain observation scale, have been developed (Figure 3-1).

Giving students more ownership does not mean that teachers give up their responsibility to direct student learning. Many apps and tools, such as wikis and blogs, allow teachers to access student work and monitor their progress. Formative assessment also provides information that teachers can use to recommend goals and strategies. Cloud applications, like calendars, can also be shared so teachers can make sure students meet standards while building critical self-direction skills.

Assessment is one of the most important tools in personalizing instruction, and one-to-one devices provide opportunities to enhance all forms of assessment. Many large-scale standardized assessments can now be taken with mobile devices, while summative assessments are frequently given online. When teachers and students work together, using mobile devices to conduct formative and benchmark assessments, they can use that information to set personalized goals and strategies, thus planning the most effective, adaptive learning programs.

why has almost everyone done the calendar thing, but almost no one has moved everything else in their life into a similar zone, by capturing it all and creating the habit of assessing it all appropriately? Three reasons: First, the data that is entered onto a calendar has already been thought through and determined; it’s been translated down to the physical action level. You agreed to call Jim at noon on Monday: there is no more thinking required about what the appropriate action is, or where and when you’re going to do it. Second, you know where those kinds of actions need to be parked (calendar), and it’s a familiar and available tool.

why has almost everyone done the calendar thing, but almost no one has moved everything else in their life into a similar zone, by capturing it all and creating the habit of assessing it all appropriately? Three reasons: First, the data that is entered onto a calendar has already been thought through and determined; it’s been translated down to the physical action level. You agreed to call Jim at noon on Monday: there is no more thinking required about what the appropriate action is, or where and when you’re going to do it. Second, you know where those kinds of actions need to be parked (calendar), and it’s a familiar and available tool. And third, if you lose track of calendar actions and commitments, you will encounter obvious and rapid negative feedback from people you consider important.

Philosophy is to become a subject on the Irish Republic’s school curriculum for the first time under a plan developed by minister for education Jan O’Sullivan, to give “students an opportunity to explore the concepts and ideas of philosophy in the 21st century.” Believing that it will make “a significant contribution to giving students the tools to critically engage in an informed manner with the world around them” the Minister says she will ask the National Council for Curriculum and Assessment (NCCA) to design a short Philosophy course that can be taught in the early years of secondary school.

Staff will need to receive adequate training from IT staff on ways to effectively use databases. Beyond the ability to navigate a database system, staff will need additional skills such as developing queries or using spreadsheets to analyze and present data. In other words, rather than simply concentrating on the business functions that technology supports, student affairs staff should integrate assessment functions into their understanding of technology tools.

derived from the assessment tool, the Emotional Quotient Inventory 2.0 or EQ-i 2.0®, distributed by Multi-Health Systems, one of the world’s leading assessment companies. This instrument measures a cross-section of interrelated emotional and social competencies, skills, and facilitators that determine how effectively we understand and express ourselves, understand others and relate with them, and cope with daily demands. We use this assessment with many of our clients to establish a baseline of competencies and identify areas of improvement. We know that what gets inspected and measured does improve. In

Feedbacks are brands free assessment tool

Where the cutting has been wholesale, and has lasted, is in Congress—Congress: the first branch of government, closest to the people; Congress, which on our behalf keeps an eye on all those unelected bureaucrats. Congressmen and -women have sabotaged their own institution’s ability to do that for us. They have smashed the tools it possessed to help fashion laws in the public interest. They have crippled their own capacity to come to independent conclusions as to the nature of the problems such laws would address. Congress has been disabled from inside. Most of this happened in one of those revisions of the House of Representatives’ internal rules when an election flipped the majority party. It was January 1995, and a last-minute geyser of campaign cash had delivered an upset Republican victory two months before. Newt Gingrich held the gavel. The very first provision of the new rules he hammered through on January 5 reads: “In the One Hundred Fourth Congress, the total number of staff of House committees shall be at least one-third less than the corresponding total in the One Hundred Third Congress.” Congressional staffers are the citizens’ subject matter experts. Over years, these scientists and auditors and lawyers and military veterans build up historical knowledge on the complex issues that jostle for House and Senate attention. They help members, who have to be generalists, drill down into specifics. Cut staffs, and members lose the bandwidth to craft wise legislation, the expertise to ask telling questions in hearings—the ability to hold oversight hearings at all. The Congressional Research Service, the Government Accountability Office, the Congressional Budget Office all suffered the cuts. The Office of Technology Assessment was abolished—because, in 1995, what new technology could possibly be poised on the horizon? Democrats, when they regained control of the House, did not repair the damage. Today, the number of staff fielding thousands of corporate lobbyists or fact-checking their jive remains lower than it was a quarter century ago.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

Every intellectual project of a political kind should follow a number of basic principles1) Be deeply suspicious of anything that masks itself in universal regalia. Bring into question that which is not being questioned in the normal state of affairs. (2) Move beyond any self-righteous and self-absolving assessments of the operations of power. Look to deal with power at the level of its effects and the ways in which it positively manipulates subjects to wilfully abandon their own political freedoms. (3) Foreground the affirmative qualities of subjectivities. Not only is this integral in the fight against fascism in all its forms. It opens a challenge to the narcissism of those who would have us surrender to the mercies of the world. (4) Speak with confidence about the ability to transform the world, not for the better, but for the sake of it. Without an open commitment to the people to come, the struggle is already lost. (5) Use provocation as a political tool. Not to evidence extremist views. But to illustrate how normalizing power truly fears anything that appears remotely exceptional. The poetic most certainly included. (6) Trust in the irreducible qualities of human existence. The feelings we have, the atmospheres we breathe, the aesthetics we enfold, the fables we scribe, the playful personas we construct, they are all integral to the formation of a new image of thought. (7) Have faith in people. Just as they will resist what they find oppressive and intolerable, so they will also find their own dignified solutions to problems in spite of our best efforts. (8) Do not shy away from conflict. Without conflict there is no resistance to power. And without resistance to power there is no creation of alternative existences. (9) Reveal fully your political orientations. Do not abstract them from the work. Such a deception is of the order for those embarrassed by the mediocrity of their power. (10) Speak with the courage to truth that narrates a tale to affect a number of meaningful registers. No book should be read if it doesn't intellectually challenge and emotionally move us.

suppliers (ii) JIT layout: Employees arranged in work cells. (iii) Inventory reduction (iv) Scheduling: with a level schedule (small batches of constantly changing items so that production meets daily demand) and Kanban system. (v) Continuous job improvement b) Six Sigma: A methodology that furnished tools for the improvement of business processes. The intent is to decrease process variation and improve product quality. The objective is get as close as possible to “zero defects” with an outer limit of 3.4 defects per million. i) Elements of six sigma: (1) Customer: The definition of quality – the acceptable rate of defects – is in the mind of customer. (2) Process: When assessing a process, the company has to adopt the customer ’mindset. (3) Employee: Training 6 sigma tools (green belt, black belt and master black belt). ii) 6 sigma process and tools: (1) Phase 1: Define the nature of the problem. (2) Phase 2: Measure existing performance and start recording data and facts that provide information on the underlying causes of the problem (3) Phase 3: Analyze the information to determine the root cause to the problem (4) Phase 4: Improve the process by effecting solutions to the problem. (5) Phase 5: Control the process until the solutions become ingrained.

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.

Assessing Level of Responsiveness: AVPU AVPU is an assessment tool that provides more in depth information about the casualty’s level of responsiveness. ALERT - When you approach a casualty and their eyes are open, they score an A for alert. The casualty will be able to answer simples questions and will know their name, where they are and the approximate time of day. VERBAL - If the casualty’s eyes are not open but they respond when spoken to they score a V (Voice) for responding to your voice. This person may not be able to communicate effectively or know where they are or the approximate time of day. PAIN - If the casualty does not respond to your voice but does respond when you apply a painful stimulus such as pinching them on the finger, they score a P (for PAIN). This person may move or make noise in response to pain but they will not communicate. UNRESPONSIVE - If the casualty does not respond to voice or pain, they score a U (Unresponsive).

Karl Marx, observing this disruption in the middle decades of the nineteenth century, could not accept the English evolutionary explanation for the emergence of capitalism. He believed that coercion had been absolutely necessary in effecting this transformation. Marx traced that force to a new class of men who coalesced around their shared interest in production, particularly their need to organize laboring men and women in new work patterns. Separating poor people from the tools and farm plots that conferred independence, according to Marx, became paramount in the capitalists’ grand plan.6 He also stressed the accumulation of capital as a first step in moving away from traditional economic ways. I don’t agree. As Europe’s cathedrals indicate, there was sufficient money to produce great buildings and many other structures like roads, canals, windmills, irrigation systems, and wharves. The accumulation of cultural capital, especially the know-how and desire to innovate in productive ways, proved more decisive in capitalism’s history. And it could come from a duke who took the time to figure out how to exploit the coal on his property or a farmer who scaled back his leisure time in order to build fences against invasive animals. What factory work made much more obvious than the tenant farmer-landlord relationship was the fact that the owner of the factory profited from each worker’s labor. The sale of factory goods paid a meager wage to the laborers and handsome returns to the owners. Employers extracted the surplus value of labor, as Marx called it, and accumulated money for further ventures that would skim off more of the wealth that laborers created but didn’t get to keep. These relations of workers and employers to production created the class relations in capitalist society. The carriers of these novel practices, Marx said, were outsiders—men detached from the mores of their traditional societies—propelled forward by their narrow self-interest. With the cohesion of shared political goals, the capitalists challenged the established order and precipitated the class conflict that for Marx operated as the engine of change. Implicit in Marx’s argument is that the market worked to the exclusive advantage of capitalists. In the early twentieth century another astute philosopher, Max Weber, assessed the grand theories of Smith and Marx and found both of them wanting in one crucial feature: They gave attitudes to men and women that they couldn’t possibly have had before capitalist practices arrived. Weber asked how the values, habits, and modes of reasoning that were essential to progressive economic advance ever rooted themselves in the soil of premodern Europe characterized by other life rhythms and a moral vocabulary different in every respect. This inquiry had scarcely troubled English economists or historians before Weber because they operated on the assumption that human nature made men (little was said of women) natural bargainers and restless self-improvers, eager to be productive when productivity

Start accepting yourself with the following tips: Above all, accept yourself without hatred. Use non-blaming and simple phrases. In your case, say “I am an unreflective thinker”. Assess yourself without blaming and self-hate. Blaming only leads to being defensive, which will bring out your ego and pride.

As the 1970s drew to a close, and Commodore, Tandy, Altair, and Apple began to emerge from the sidelines, PARC director Bert Sutherland asked Larry Tesler to assess what some analysts were already predicting to be the coming era of “hobby and personal computers.” “I think that the era of the personal computer is here,” Tesler countered; “PARC has kept involved in the world of academic computing, but we have largely neglected the world of personal computing which we helped to found.”41 His warning went largely unheeded. Xerox Corporation’s parochial belief that computers need only talk to printers and filing cabinets and not to each other meant that the “office of the future” remained an unfulfilled promise, and in the years between 1978 and 1982 PARC experienced a dispersal of core talent that rivals the flight of Greek scholars during the declining years of Byzantium: Charles Simonyi brought the Alto’s Bravo text editing program to Redmond, Washington, where it was rebooted as Microsoft Word; Robert Metcalf used the Ethernet protocol he had invented at PARC to found the networking giant, 3Com; John Warnock and Charles Geschke, tiring of an unresponsive bureaucracy, took their InterPress page description language and founded Adobe Systems; Tesler himself brought the icon-based, object-oriented Smalltalk programming language with him when he joined the Lisa engineering team at Apple, and Tim Mott, his codeveloper of the Gypsy desktop interface, became one of the founders of Electronic Arts—five startups that would ultimately pay off the mortgages and student loans of many hundreds of industrial, graphic, and interaction designers, and provide the tools of the trade for untold thousands of others.

Our informal study with good sample size has revealed that companies are not able to prepare successors from within the organization because they take their performance management as a tool for (A) granting increments, incentives, and promotions than to use it for (B) building capability, capacity, and commitment in Human Resources of the company. They are spending more time on A than on B. Today we hardly see any structured Learning and development calendar in companies which are based on genuine PMS findings. Sustainable growth comes only by building talent from within through L & D efforts, understudy and assessments, and development centers.

This makes Subdomains a very useful tool in assessing the problem space.

Our countries have pushed each other to the brink of destruction,” she continued, walking to gaze out a window at the conflagration, and I followed. “We have both lost much, but for enduring peace, we must each gain a victory.” She assessed me, her eyes calculating. “I did not misjudge you, back when you were living in exile in that cave. We can work together, but Hytanica must make certain concessions.” “Then state your demands.” “You already know we desire crops, tools, seed, planting and irrigation knowledge. I am willing to trade for those things--jewels, precious metals and advancements we have that you have yet to discover. I have other concerns, however. The first is perhaps the most significant. Will your kingdom recognize you as its ruler or will it clamor for a King?” Her question took me aback, but I knew better than to be insulted. She was well aware of the history of my kingdom and was well informed as to the unsettled state of provincial rule. “Yes, they will,” I asserted, making steady eye contact. “Over the past six months, the citizens have been adjusting to me in that role. I have dealt with their concerns, eased their pain, guided the rebuilding of our city, reestablished foreign trade and reinstated some of our traditions, such as the Harvest Festival. And I am their Queen, duly crowned and with the right by blood to the throne. I can also assure you that no one will be crowned King, for Narian is the man to whom I will bind myself. But just as it is here in Cokyri, I will not head the military.” “And the men--Cannan, London, Steldor, the others--you can control them?” “No,” I answered honestly. “Nor would I want to. But they will not go behind my back. Neither will they flout me. We learned to work with one another and trust each other when we were in exile. I will always seek their advice, but I will be the one making the decisions.” “Very well, then. Peace may well be possible.

Scientists and engineers tend to divide their work into two large categories, sometimes described as basic research and directed research. Some of the most crucial inventions and discoveries of the modern world have come about through basic research—that is, work that was not directed toward any particular use. Albert Einstein’s picture of the universe, Alexander Fleming’s discovery of penicillin, Niels Bohr’s blueprint of the atomic nucleus, the Watson-Crick “double helix” model of DNA—all these have had enormous practical implications, but they all came out of basic research. There are just as many basic tools of modern life—the electric light, the telephone, vitamin pills, the Internet—that resulted from a clearly focused effort to solve a particular problem. In a sense, this distinction between basic and directed research encompasses the difference between science and engineering. Scientists, on the whole, are driven by the thirst for knowledge; their motivation, as the Nobel laureate Richard Feynman put it, is “the joy of finding things out.” Engineers, in contrast, are solution-driven. Their joy is making things work. The monolithic idea was an engineering solution. It worked around the tyranny of numbers by reducing the numbers to one: a complete circuit would consist of just one part—a single (“monolithic”) block of semiconductor material containing all the components and all the interconnections of the most complex circuit designs. The tangible product of that idea, known to engineers as the monolithic integrated circuit and to the world at large as the semiconductor chip, has changed the world as fundamentally as did the telephone, the light bulb, and the horseless carriage. The integrated circuit is the heart of clocks, computers, cameras, and calculators, of pacemakers and Palm Pilots, of deep-space probes and deep-sea sensors, of toasters, typewriters, cell phones, and Internet servers. The National Academy of Sciences declared the integrated circuit the progenitor of the “Second Industrial Revolution.” The first Industrial Revolution enhanced man’s physical prowess and freed people from the drudgery of backbreaking manual labor; the revolution spawned by the chip enhances our intellectual prowess and frees people from the drudgery of mind-numbing computational labor. A British physicist, Sir Ieuan Madlock, Her Majesty’s Chief Science Advisor, called the integrated circuit “the most remarkable technology ever to hit mankind.” A California businessman, Jerry Sanders, founder of Advanced Micro Devices, Inc., offered a more pointed assessment: “Integrated circuits are the crude oil of the eighties.” All

Flow puts us back in our bodies. It reminds us that the most important tools for assessing harmony are the ones we’re born with: our senses and our emotions.

What Makes a Good Commander? “The immediate answer that comes to mind is ‘humility.’ Because you’ve got to be humble, and you’ve got to be coachable. . . . Later, when I was running training, we would fire a couple leaders from every SEAL Team because they couldn’t lead. And 99.9% of the time, it wasn’t a question of their ability to shoot a weapon, it wasn’t because they weren’t in good physical shape, it wasn’t because they were unsafe. It was almost always a question of their ability to listen, open their mind, and see that, maybe, there’s a better way to do things. That is from a lack of humility. . . . “We put these guys through very realistic and challenging training, to say the least. If there are any guys who went through training when I was running it, right now they’re chuckling because it was very realistic. In fact, it was borderline psychotic. We put so much pressure on these guys and overwhelmed them. A good leader would come back and say [something like one of the following], ‘I lost it, I didn’t control it. I didn’t do a good job. I didn’t see what was happening. I got too absorbed in this little tiny tactical situation that was right in front of me.’ Either they’d make those criticisms about themselves, or they’d ask, ‘What did I do wrong?’ And when you told them, they’d nod their head, pull out their notebook, and take notes. That right there, that’s a guy who’s going to make it, who’s going to get it right. The arrogant guys, who lacked humility, they couldn’t take criticism from others—and couldn’t even do an honest self-assessment because they thought they already knew everything. Stay humble or get humbled.

As many speakers noted, this tool wasn’t particularly well suited for assessing outcomes of a psychiatric drug. How could a study of a neuroleptic possibly be “double-blind”? The psychiatrist would quickly see who was on the drug and who was not, and any patient given Thorazine would know he was on a medication as well. Then there was the problem of diagnosis: How would a researcher know if the patients randomized into a trial really had “schizophrenia”? The diagnostic boundaries of mental disorders were forever changing. Equally problematic, what defined a “good outcome”? Psychiatrists and hospital staff might want to see drug-induced behavioral changes that made the patient “more socially acceptable” but weren’t to the “ultimate benefit of the patient,” said one conference speaker.11 And how could outcomes be measured? In a study of a drug for a known disease, mortality rates or laboratory results could serve as objective measures of whether a treatment worked. For instance, to test whether a drug for tuberculosis was effective, an X-ray of the lung could show whether the bacillus that caused the disease was gone. What would be the measurable endpoint in a trial of a drug for schizophrenia? The problem, said NIMH physician Edward Evarts at the conference, was that “the goals of therapy in schizophrenia, short of getting the patient ‘well,’ have not been clearly defined.

There is no need to be paralyzed by the opinions of another. God gives you the ultimate tool of self-assessment, the mirror of his Word.

When I got back to school in the fall, I gave my opus to Jerry Bovim, the only real writer I knew. Jerry hadn’t actually published anything, but I could tell Jerry was a real writer because, although he was not yet thirty, he was already drinking himself to death. (I still have some of Jerry’s fragmentary manuscripts, and the sad truth is that he was a real writer. Indeed, he might have been another John Kennedy Toole if only he’d killed himself after he’d completed something instead of before.) Jerry wrote a long critique, a largely charitable assessment in which he expounded upon the difficulties of the picaresque novel, the challenges of first-person narration, and the need for consistency in fictional point of view. He allowed that some of my characters were effective, was indulgent with my attempts at plot development, and even went so far as to say “the thing as a whole is rather likable.” But at the end of his commentary he appended this postscript: “It has just occurred to me that there is, however, the dreadful possibility that your book is supposed to be serious.

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.

In order to assess the effectiveness of their mass-vaccination projects, we would need a disciplined accounting that compares health outcomes in vaccinated populations to similarly situated unvaccinated cohorts. This is the kind of accounting that neither of these men has been willing to provide. The facts suggest that it is the absence of such reliable metrics and science-based analysis that allows Gates and Fauci to get away with their dubious claims about the efficacy and safety of their prescriptions. Any even-handed examination of the role of immunizations in Africa must acknowledge that mass-vaccination programs may serve a larger agenda in which the priorities of power, wealth, and control can eclipse quaint preoccupations with public health. And, once again, it was the Rockefeller Foundation that pioneered germ theory as a foreign policy tool.

The Columbia law professor Tim Wu argued in 2017 that new conditions had made speech overabundant and attention scarce, and had thereby enabled new means of manipulating public discourse—such as “flooding” information channels with fake news and propaganda, or unleashing “troll armies” on disfavored speakers. In his view the main threat to political speech was no longer the use of the levers of government to suppress dissident opinion, but rather the mobilization of online mobs and the capacity to drown online discourse in a sea of misinformation. (Trump himself, as Wu recounted, was a pioneer in the use of both of these tools.)

Without any way to predict the difficulty of obtaining new knowledge, and without any tools to assess its market value, how could someone bet money on it? As one venture capitalist for Kleiner Perkins puts it, “We don’t fund science experiments.” In some respects, then, this leaves a gap. While it is frequently the case that new knowledge can arise from academia or a government laboratory and then secure venture capital afterward, it seems a more difficult proposition in Silicon Valley than it was long ago in New Jersey. The value of the old Bell Labs was its patience in searching out new and fundamental ideas, and its ability to use its immense engineering staff to develop and perfect those ideas.

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

The same diagrams are useful for the everyday person who wants to keep informed but not by having to delve deeply into the detailed technical jargon and details. This is where the tool known as a dashboard comes into play. Information Dashboards In an automobile, the driver needs to know a few critical pieces of information. Over time, the displays in front of the driver have evolved to present critical, important, and sometimes simply useful information: the display is called a “dashboard.” The point of an automobile dashboard is to make information readily available at a glance, without distracting the driver. In the field of information technology, dashboards summarize in a simple and clear form the key variables that are essential for decision-making. For example, decision makers need quick and authoritative assessments of conditions, allowing them to know where their attention should be focused.

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

If you are jobless; you have not the proper ability, even you can't reach a cleaning job, join Wikipedia, and become an editor. You may knock all the educated, lawyers, professional journalists, academics, and specialists of the various subjects down by the Wikipedia rules and policies that contradict each other. You have a useful weapon, which called the consensus. Your friends can support you to win all disputes. You can change wrong to right, and right to wrong. You can decide the reliability and the assessment of subjects; however, no matter you qualify for that or not. You have multiple tools for harassing others. That means Wikipedia.

Let go of what’s not working and really assess what is working and ‘what can I be excited about?

when fifty-two professionals from a mental health agency in California assessed patient vignettes, they were unable to accurately diagnose the presence of BPD in males—even though the symptoms were identical to those in vignettes of females

Benchmarks should aid rather than substitute multifaceted, human-centric assessment focused on benefiting diverse populations. We must see behind the leaderboard, upholding wisdom over metrics. Tools like model cards and datasheets support responsible benchmark practices. But comprehensive governance requires collaboration at all levels of society.

Excellence in corporate management is not defined by proficiency in individual disciplines, methods or tools. Rather, it is about the ability to deploy, empower and develop the right people while also being able to assess their recommendations and identify critical situations.

This book seeks to explain AI and provide the reader with both questions we must face in coming years and tools to begin answering them. The questions include: • What do AI-enabled innovations in health, biology, space, and quantum physics look like? • What do AI-enabled “best friends” look like, especially to children? • What does AI-enabled war look like? • Does AI perceive aspects of reality humans do not? • When AI participates in assessing and shaping human action, how will humans change? • What, then, will it mean to be human? For

The evidence that sleep is important is irrefutable. Some strategies you might use in your consultant role include: Often when the advice comes from a third, nonparental party, kids are more willing to take it seriously. With a school-aged child, tell her that you want to get her pediatrician’s advice about sleep—or the advice of another adult the child respects. If you have a teenager, ask her if she would be open to your sharing articles about sleep with her. With school-aged kids and younger, you can enforce an agreed-upon lights-out time. Remind them that as a responsible parent, it’s right for you to enforce limits on bedtime and technology use in the evening (more on this later). Because technology and peer pressure can make it very difficult for teens to go to bed early, say, “I know this is hard for you. I’m not trying to control you. But if you’d like to get to bed earlier and need help doing it, I’m happy to give you an incentive.” An incentive is okay in this case because you’re not offering it as a means to get her to do what you want her to do, but to help her do what she wants to do on her own but finds challenging. It’s a subtle but important distinction.26 For older kids, make privileges like driving contingent on getting enough sleep—since driving while sleep deprived is so dangerous. How to chart their sleep is more complicated. Reliable tools for assessing when a child falls asleep and how long he stays asleep, such as the actigraph, require extensive training and are not something parents can use at home to track their kids’ sleep. Moreover, Fitbits are unfortunately unreliable in gathering data. But you can ask your child to keep a sleep log where she records what time she turned out the lights, and (in the morning) how long she thinks it took her to fall asleep, and whether she was up during the night. She may not know how long it took her to fall asleep; that’s okay. Just ask, “Was it easier to fall asleep than last night or harder?” Helping kids figure out if they’ve gotten enough rest is a process, and trust, communication, and collaborative problem solving are key to that process. Encourage your child to do screen-time homework earlier and save reading homework for later so she gets less late light exposure. Ask questions such as “If you knew you’d be better at everything you do if you slept an extra hour and a half, would that change your sense of how important sleep is?” And “If you knew you’d be at risk for developing depression if you didn’t sleep enough, would that change your mind?” Talk to her about your own attempts to get to bed earlier. Ask, “Would you be open to us supporting each other in getting the sleep we need? I’ll remind you and you remind me?

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

If you are jobless, you have not the proper ability even you can't reach a cleaning job, join Wikipedia, and become an editor. You may knock all the educated figures, lawyers, professional journalists, academics, and specialists of the various subjects down by the Wikipedia rules and policies that contradict each other. You have a useful weapon, which is called the consensus. Your friends can support you to win all disputes. You can change wrong to right and right to wrong. You can decide the reliability and the assessment of subjects; however, no matter you qualify for that or not. You have multiple tools for harassing others. That means Wikipedia.

The Los Angeles Review of Books critics point out that humanists should not replace interpretive work with tool building as the criterion by which departments grant degrees or assess progress toward tenure—this, as they correctly point out, would not pass muster in computer science nor in any field that makes heavy use of computation.

Oregon uses a state-wide tool that assesses risk level by studying criminal attitudes, beliefs, and behaviors; negative peer association; substance abuse; school issues; family management problems; and individual behavior. These are the key areas that have been shown to correlate to risk level.

one recent calendar year, 1,653 first-time juvenile offenders were referred to the court. A total of 878 (53 percent) of these offenders didn’t commit another crime over the next 12 months, and 501 (30 percent) committed only 1 or 2 crimes, which accounted for 31 percent of the repeat offenses. Two hundred and seventy-four of those offenders (17 percent) committed at least 3 more crimes after the first, and accounted for an incredible 69 percent of repeat offenses, a tally of 1,470 documented crimes. If a jurisdiction can reduce the rate at which a juvenile becomes chronic, in theory it can prevent thousands of crimes. For example, if the above jurisdiction had a chronic rate of 20 percent instead of 17 percent, it would have meant more than 600 additional crimes in a single year. But if by using valid risk assessment tools it had been able to reduce the chronic group by 4 percentage points, the area would have had 600 fewer juvenile crimes in that year, which translates to a cost avoidance of over $2.5 million. The cost avoidance model is used in juvenile justice to financially quantify the impact of preventing crimes.

The directive of the need principle is utilizing the knowledge culled from risk assessment tools to develop programs that will be effective based on the key areas strongly associated with delinquent behavior.

Solvay Business School Professor Paul Verdin and I developed a perspective that frames an organization's strategy as a hypothesis rather than a plan.62 Like all hypotheses, it starts with situation assessment and analysis –strategy's classic tools. Also, like all hypotheses, it must be tested through action. When strategy is seen as a hypothesis to be continually tested, encounters with customers provide valuable data of ongoing interest to senior executives.

So if we are giving our worship to things like success or relationships, the moment we don’t have those things we go through an identity crisis. When you use the world’s tools to assess your worth, your measurements will always be off. You’ll find yourself trying to measure up against something that will always leave you feeling like you’ve fallen short. Just as you can’t measure something with a hammer or pound nails with a measuring tape, you can’t use worldly tools to measure your value and worth. You were never meant to use those tools.

I propose that if you’re a knowledge worker—especially one interested in cultivating a deep work habit—you should treat your tool selection with the same level of care as other skilled workers, such as farmers. Following is my attempt to generalize this assessment strategy. I call it the craftsman approach to tool selection, a name that emphasizes that tools are ultimately aids to the larger goals of one’s craft. The Craftsman Approach to Tool Selection: Identify the core factors that determine success and happiness in your professional and personal life. Adopt a tool only if its positive impacts on these factors substantially outweigh its negative impacts.

MAF is an open system that can be used by itself, or be integrated into any approach you may be currently using, or help you start all over again. That’s because MAF provides assessment tools that help take the guesswork out of exercise, food and stress management. These tools, such as the MAF Test and Two-Week Test, can help you better understand whether your workouts and eating patterns are really right for you.

Use the Negative Self-Talk Assessment in Part III: Tools and Resources, and write down the negative thoughts that pass through your mind, along with the feelings they cause.

We reward the modern version of virtue and punish the lack of it. We reward responsibility, effort, hard work, neatness, and homework completion. We penalize tardiness, sloppiness, late work, and cheating. For this noble goal of instilling morality in students, grades have been a most convenient tool.

VoiceThread is a powerful tool an instructor can use to design activities in which students leave comments, increasing student-student interactions and offering options for formative assessments.

The Boyd Cycle; a clear understanding of the observation, orientation, decision and action "OODA Loop" is a key first step. In the training we conduct through LESC or Adaptive-Leader when we conduct it with law enforcement and security professionals, this tactical decision making and threat assessment tool is a prerequisite that gives us the clear initiative in detecting crime and danger. The Boyd Cycle is a mental tool that helps us first understand how conflict unfolds, as well as, allows us to observe keenly through "all our senses" including intuition.

Several forms of thinking play a crucial role in preparing and readying us for conflict, violence or crisis.  These include the “if – then or when-then thinking; when X happens, then I will do… Y”. Positive self-talk and visualizing the situation are positive tools that develop patterns in your mind (like any other form of training) in an effort to anticipate threats as we explore the situation, make an situational assessment and plan  an adaptable response to a predator we can’t fully anticipate. We need to become students of human behavior, both normal and aberrant, to rapidly recognize the difference between the two and be ready to instantly respond correctly and accurately.  Inherent in this understands the various dimensions of aberrant behavior between deviant, dangerous, suspicious, under the influence, and psychiatric.

Gibbs (2003) and others (e.g., Straus, Richardson, Glaziou, & Haynes, 2005) have provided detailed suggestions in this regard. Some general principles for clinicians are as follows. Evidence from multiple studies is always preferred to results of a single study. Systematic reviews of research are preferable to traditional narrative reviews. Thus, clinicians should look for systematic reviews, mindful of the fact that these reviews vary in quality. The Cochrane and Campbell Collaborations are good sources of high-quality systematic reviews. Clinicians can and should assess potential sources of bias in any review. The characteristics of systematic reviews described in this chapter can be used as a yardstick that clinicians can use to judge how well specific reviews measure up. The QUOROM statement (Moher et al., 1999) provides guidance about what to look for in reports on systematic reviews, as does a recent report by Shea et al. (2007). When relevant reviews are not available, out of date, or potentially biased, clinicians can identify individual studies and assess the credibility of those studies, using one of many tools developed for this purpose (e.g., Gibbs, 2003). It would be ideal if clinicians were able to rely on others to produce valid research syntheses. Above all, clinicians should remember that critical thinking is crucial to understanding and using evidence. Authorities, expert opinion, and lists of ESTs provide insufficient evidence for sound clinical practice. Further, clinicians must determine how credible evidence relates to the particular needs, values, preferences, circumstances, and ultimately, the responses of their clients. Clinicians and researchers also need to have an effect on policy so that EBP is not interpreted in a way that unfairly restricts treatments. Policymakers and others can be educated about the nature of EBP. EBP is a process aimed at informing the choices that clinicians make. It should inform and enhance practice, “increasing, not dictating, choice” (Dickersin, Straus, & Bero, 2007, p. s10). EBP supports choices among alternative treatments that have similar effects. It supports the choice of a less effective alternative, when an effective treatment is not acceptable to a client. Policymakers and others can be educated about the nature of evidence and methods of research synthesis. Empirical evidence is tentative, and it evolves over time as new information is added to the knowledge base. At present, there is insufficient evidence about the effectiveness of most psychological and psychosocial treatments (including some so-called empirically supported treatments). Policymakers need to understand that most lists of effective treatments are not based on rigorous systematic reviews; thus, they are not necessarily based on sound evidence. It makes little sense to base policy decisions on lists of preferred treatments because this limits consumer choice. Lists of selected or preferred treatments should not restrict the use of other potentially effective treatments. Policies that restrict treatments that have been shown to be harmful or ineffective, however, are of benefit. Lists of harmful or wasteful treatments could be compiled to discourage their use.

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?

Science faculties at renowned research institutions were given two identical CVs to assess. Half the scientists received a CV with a female name, and half with a male name. The 'female' applicant was consistently rated as less competent and less hireable, and the scientists were less likely to want to mentor her. The 'male' candidate was offered a significantly higher starting salary

Maruti was called upon to take a difficult decision soon after the first bookings had been made. The pick-up truck, a purely commercial vehicle that was part of the original project along with the 800 and the van, got a very poor response—bookings of just 2,000. In the project report, the pick-up truck was expected to account for 20 per cent of total production. The booking response showed that the customers did not want this vehicle, and manufacturing it in small volumes would not be viable. The company realized it had made a serious error of judgement in not recognizing that petrol-driven commercial vehicles could never compete with diesel-driven ones, as the government-determined price of diesel was much lower than petrol. SMC had estimated that the pick-up truck would be very successful because of good experience in other Asian countries. In Pakistan, it was used for rural transport, after being fitted with a canvas top, and sold in large numbers. However, India had a vehicle called the Tempo, which carried a load slightly more than the pick-up truck and ran on diesel. The highly value-conscious Indian customers immediately realized that the pick-up truck would always lose out to the Tempo, because of the Tempo’s lower operating costs. Realizing that the truck would be a failure, Maruti decided to drop its production and to write off the costs incurred till then in tooling and other related activities. This experience was a reminder to Maruti on the importance of correctly assessing the behaviour of Indian customers, and the dangers of transferring experience of other countries to India, without careful examination.

A cybersecurity expert can become well versed in technical details such as conducting penetration tests, using encryption tools, setting up firewalls, and much more—and still be unable to realistically assess their own skills at forecasting future events.

They accepted her assessment of the path the humans would follow, if given free rein over the planet. Genocide – of other species and of their own – was ever a tool in the human kit. The spiders have been responsible for a few extinctions along the way, too, but their early history with the ants has led them down a different road. They have seen the way of destruction, but they have seen the way the ants made use of the world, too. Everything can be a tool.

If you are jobless; you have not the proper ability, even you can't reach a cleaning job, join the Wikipedia, and become an editor. You may knock all the educated, lawyers, professional journalists, academics, and specialist of the various subjects down by the Wikipedia rules and policies that contradict each other. You have the useful weapon, which called the consensus. Your friends can support you win all disputes. You can change wrong to right, and right to wrong. You can decide the reliability and the assessment of subjects; however, no matter you qualify for that or not. You have multiple tools for harassing others. That means Wikipedia.

In Tulsa, Oklahoma, two pediatric nurses—Donna Wong and her colleague, Connie Baker—sought a way of assessing pain in children who had trouble describing what they felt. Wong was incorrectly diagnosed with leukemia as a child, and subjected to painful operations without the aid of analgesics. She became a nurse. In the 1980s, with the smiley face fad in recent memory, the women devised a series of six faces a child could point to. The chart begins with a smiling face and ends with a tearful, grimacing face. The Wong-Baker FACES scale is now a standard in gauging pain in children. There are other versions for adults. Patients are asked to quantify their pain according to a scale—numbered from 0 to 10, 10 being worst. These scales were highly subjective, but they were about the only pain-measurement tools medicine had to offer.

Once you assess your own skill and the situation, often things change. As long as you stop and really look, I think people’s lives will change kind of radically, especially for women. Women are very, very quick to say they’re scared. That’s something I really want to change.

And it couldn’t have happened without the key result system. If Andy had run the San Jose meeting without it, how could he have simultaneously kicked off all those Crush activities? I can’t tell you how many times I’ve seen people walk out of meetings saying, “I’m going to conquer the world” … and three months later, nothing has happened. You get people whipped up with enthusiasm, but they don’t know what to do with it. In a crisis, you need a system that can drive transformation—quickly. That’s what the key result system did for Intel. It gave management a tool for rapid implementation. And when people reported on what they’d gotten done, we had black-and-white criteria for assessment.

If you are jobless; you have not the proper ability, even you can't reach a cleaning job, join the Wikipedia, and become an editor. You may knock all the educated, lawyers, professional journalists, academics, and the specialist of the various subjects down by the Wikipedia rules and policies that contradict each other. You have the useful weapon which called the consensus. Your friends can let you win all disputes. You can manage wrong to right and right to wrong. You can decide the reliability and the assessment of subjects; however, no matter if you qualify for that or not. You have multiple tools for harassing others. That means Wikipedia.

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

To formulate questions that probe thinking in a disciplined and productive way, we need to understand thinking—how it works and how it should be assessed. It is critical thinking that provides the tools for doing this, for analyzing and assessing reasoning. This is why understanding critical thinking is essential to effective Socratic dialogue.

If you are jobless; you have not the proper ability, even you can't reach a cleaning job, join Wikipedia, and become an editor. You may knock all the educated, lawyers, professional journalists, academics, and specialist of the various subjects down by the Wikipedia rules and policies that contradict each other. You have a useful weapon, which called the consensus. Your friends can support you to win all disputes. You can change wrong to right, and right to wrong. You can decide the reliability and the assessment of subjects; however, no matter you qualify for that or not. You have multiple tools for harassing others. That means Wikipedia.