Award Function Quotes

Visiting his neighbours’ apartments, he would find himself physically repelled by the contours of an award-winning coffee-pot, by the well-modulated colour schemes, by the good taste and intelligence that, Midas-like, had transformed everything in these apartments into an ideal marriage of function and design.

The system of patriarchy can function only with the cooperation of women. This cooperation is secured by a variety of means: gender indoctrination; educational deprivation; the denial of women of knowledge of their history; the dividing of women, on from another, by defining "respectability" and "deviance" according to women's sexual activities; by restraints and outright coercion; by discrimination in access to economic resources and political power; and by awarding class privileges to conforming women.

Reluctantly, he knew that he despised his fellow residents for the way in which they fit so willingly into their appointed slots in the apartment buildings, for their overdeveloped sense of responsibility and lack of flamboyance. Above all, he looked down on them for their good taste. The building was a monument to good taste, to the well-designed kitchen, to sophisticated utencils and fabrics, to elegant and never ostentatious furnishings. In short, to that whole aesthetic sensibility which these well-educated, professional people had inherited from all the schools of industrial design, all the award-winning schemes of interior decoration institutionalized by the last quarter of the century. Royal detested this orthodoxy of the intelligent. Visiting his neighbors’ apartments, he would find himself physically repelled by the contours of an award-winning coffee pot, but the well-modulated color schemes, by the good taste and intelligence that, Midas-like, had transformed everything in these apartments into an ideal marriage of function and design. In a sense, these people were the vanguard of a well-to-do and well-educated proletariat of the future, boxed up in these expensive apartments with their elegant furniture, and intelligent sensibilities, and no possibility of escape.

Humans have always exalted dreams. Pindar of Thebes, the Greek lyric poet, suggested that the soul is more active while dreaming than while awake. He believed that during a dream, the awakened soul may see the future, “an award of joy or sorrow drawing near.” So it’s no wonder that humans were quick to reserve dreams for people alone; researchers for many years claimed dreams were a property of “higher” minds. But any pet owner who has heard her dog woof or seen his cat twitch during sleep knows that is not true. MIT researchers now know not only that rats dream, but what they dream about. Neurons in the brain fire in distinctive patterns while a rat in a maze performs particular tasks. The researchers repeatedly saw the exact same patterns reproduced while the rats slept—so clearly that they could tell what point in the maze the rat was dreaming about, and whether the animal was running or walking in the dream. The rats’ dreams took place in an area of the brain known to be involved with memory, further supporting a notion that one function of dreams is to help an animal remember what it has learned.

Here is one way to conceptualize NASA's heroic era: in 1961, Kennedy gave his "moon speech" to Congress, charging them to put an American on the moon "before the decade is out." In the eight years that unspooled between Kennedy's speech and Neil Armstrong's first historic bootprint, NASA, a newborn government agency, established sites and campuses in Texas, Florida, Alabama, California, Ohio, Maryland, Mississippi, Virginia, and the District of Columbia; awarded multi-million-dollar contracts and hired four hundred thousand workers; built a fully functioning moon port in a formerly uninhabited swamp; designed and constructed a moonfaring rocket, spacecraft, lunar lander, and space suits; sent astronauts repeatedly into orbit, where they ventured out of their spacecraft on umbilical tethers and practiced rendezvous techniques; sent astronauts to orbit the moon, where they mapped out the best landing sites; all culminating in the final, triumphant moment when they sent Neil Armstrong and Buzz Aldrin to step out of their lunar module and bounce about on the moon, perfectly safe within their space suits. All of this, start to finish, was accomplished in those eight years.

In a review of the relevant literature it is shown that happiness is statistically abnormal, consists of a discrete cluster of symptoms, is associated with a range of cognitive abnormalities, and probably reflects the abnormal functioning of the central nervous system.

If I'm buying an appliance a review is useful because it refers to functionality, which is a very black and white issue. Either a toaster works well or it burns the bread. As for entertainment, I have never and will never read a review before I experience a book or movie for myself. Whether or not a book is good is a matter of opinion. I was born with a brain of my own and am perfectly capable of forming my own opinion. I have never needed anyone to tell me what to read and how to feel about it. There have been award winning best sellers that I have absolutely hated. There have been stories that were heavily criticized that I truly enjoyed. I'm an individual and no one else's opinion is relevant when it comes to my entertainment. Has our society devolved to the point that people are incapable of forming their own opinions and must therefor read someone else's opinion first?

Novels, says Sartre, are not life, but they owe our power upon us, as upon himself as an infant, to the fact that they are somehow like life. In life, he once remarked, 'all ways are barred and nevertheless we must act. So we try to change the world; that is, to live as if the relations between things and their potentialities were governed not by deterministic processes but by magic.' The as if of the novel consists in a similar negation of determinism, the establishment of an accepted freedom by magic. We make up aventures, invent and ascribe the significance of temporal concords to those 'privileged moments' to which we alone award their prestige, make our own human clocks tick in a clockless world. And we take a man who is by definition de trop, and create a context in which he isn't. The novel is a lie only as our quotidian inventions are lies. The power which goes to its making--the imagination --is a function of man's inescapable freedom. This freedom, in Mary Warnock's words, 'expresses itself in his ability to see things which are not.' It is by his fiction that we know he is free. It is not surprising that Sartre as ontologist, having to describe many kinds of fictive behaviour, invents stories to do so, thus moving into a middle ground between life and novel. ....

Normal psychic life depends upon the good functioning of brain synapses, and mental disorders appear as a result of synaptic derangements…. It is necessary to alter these synaptic adjustments and change the paths chosen by the impulses in their constant passage so as to modify the corresponding ideas and force thought into different channels.5 Alter synaptic adjustments. Sounds delicate. Yeah, right. These were the words of the Portuguese neurologist Egas Moniz, around the time he was awarded the Nobel Prize in 1949 for his development of frontal leukotomies. Here was an individual pathologically stuck in a bucket having to do with a crude version of the nervous system. Just tweak those microscopic synapses with a big ol’ ice pick (as was done once leukotomies, later renamed frontal lobotomies, became an assembly line operation).

But what might a woman say about church as she? What might a woman say about the church as body and bride? Perhaps she would speak of the way a regular body moves through the world—always changing, never perfect—capable of nurturing life, not simply through the womb, but through hands, feet, eyes, voice, and brain. Every part is sacred. Every part has a function. Perhaps she would speak of impossible expectations and all the time she’s wasted trying to contort herself into the shape of those amorphous silhouettes that flit from magazines and billboards into her mind. Or of this screwed-up notion of purity as a status, as something awarded by men with tests and checklists and the power to give it and take it away. Perhaps she would speak of the surprise of seeing herself—flaws and all—in the mirror on her wedding day. Or of the reality that with new life comes swollen breasts, dry heaves, dirty diapers, snotty noses, late-night arguments, and a whole army of new dangers and fears she never even considered before because life-giving isn’t nearly as glamorous as it sounds, but it’s a thousand times more beautiful. Perhaps she would talk about being underestimated, about surprising people and surprising herself. Or about how there are moments when her own strength startles her, and moments when her weakness—her forgetfulness, her fear, her exhaustion—unnerve her. Maybe she would tell of the time, in the mountains with bare feet on the ground, she stood tall and wise and felt every cell in her body smile in assent as she inhaled and exhaled and in one loud second realized, I’m alive! I’m enfleshed! only to forget it the next. Or maybe she would explain how none of the categories created for her sum her up or capture her essence.

The conventional understanding of meritocracy is that it is a system for awarding or allocating scarce resources to those who most deserve them. The idea behind meritocracy is that people should achieve status or realize the promise of upward mobility based on their individual talent or individual effort. It is conceived as a repudiation of systems like aristocracy where individuals inherit their social status. I am arguing that many of the criteria we associate with individual talent and effort do not measure the individual in isolation but rather parallel the phenomena associated with aristocracy; what we're calling individual talent is actually a function of that individual's social position or opportunities gained by virtue of family and ancestry. So, although the system we call "meritocracy" is presumed to be more democratic and egalitarian than aristocracy, it is in fact reproducing that which it was intended to dislodge. Michael Young, a British sociologist, created the term in 1958 when he wrote a science fiction novel called The Rise of Meritocracy. The book was a satire in which he depicted a society where people in power could legitimate their status using "merit" as the justificatory terminology and in which others could be determined not simply to have been poor or left out but to be deservingly disenfranchised.

The crime was discovered when Trina became pregnant. As is often the case, the correctional officer was fired but not criminally prosecuted. Trina remained imprisoned and gave birth to a son. Like hundreds of women who give birth while in prison, Trina was completely unprepared for the stress of childbirth. She delivered her baby while handcuffed to a bed. It wasn’t until 2008 that most states abandoned the practice of shackling or handcuffing incarcerated women during delivery. Trina’s baby boy was taken away from her and placed in foster care. After this series of events—the fire, the imprisonment, the rape, the traumatic birth, and then the seizure of her son—Trina’s mental health deteriorated further. Over the years, she became less functional and more mentally disabled. Her body began to spasm and quiver uncontrollably, until she required a cane and then a wheelchair. By the time she had turned thirty, prison doctors diagnosed her with multiple sclerosis, intellectual disability, and mental illness related to trauma. Trina had filed a civil suit against the officer who raped her, and the jury awarded her a judgment of $62,000. The guard appealed, and the Court reversed the verdict because the correctional officer had not been permitted to tell the jury that Trina was in prison for murder. Consequently, Trina never received any financial aid or services from the state to compensate her for being violently raped by one of its “correctional” officers. In 2014, Trina turned fifty-two. She has been in prison for thirty-eight years. She is one of nearly five hundred people in Pennsylvania who have been condemned to mandatory life imprisonment without parole for crimes they were accused of committing when they were between the ages of thirteen and seventeen. It is the largest population of child offenders condemned to die in prison in any single jurisdiction in the world.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

Misconduct, or non-conforming behaviour, as it is sometimes called, can be tackled in many ways such as counseling, warning, etc. In extreme cases such as, criminal breach of trust, theft, fraud, etc. the employer is also at liberty to initiate action against the employee, if the misconduct of the latter falls within the purview of the penal provisions of the law of the land. However such proceedings generally conducted by the State agencies, are time consuming and call for a high degree of proof. In addition to the above option, the employer also has an option to deal with the erring employee within the terms of employment. In such an eventuality, the employee may be awarded any penalty which may vary from the communication of displeasure, to the severance of the employer-employee relationship i.e. dismissal from service. Disciplinary authorities play a vital role in this context. Efficiency of the disciplinary authorities is an essential pre-requisite for the effective functioning of the reward and punishment function, more specifically the latter half of it.3. There was a time when the employer was virtually free to hire and fire the employees. Over a period of time, this common law notion has gone. Today an employer can inflict punishment on an employee only after following some statutory provisions depending upon the nature of the organisation.Briefly, the various statutory provisions which govern the actions of different types of organisation are as under: (a) Government: Part XIV of the Constitution relates to the terms of employment in respect of persons appointed in connection with the affairs of the State. Any action against the employees of the Union Government and the State Governments should conform to these Constitutional provisions, which confer certain protections on the 1

Are we expanding our sales force appropriately to match needed sales growth and market penetration?   2. Are our reps properly trained, and what is the lag time between training and an effective rep?   3. Is our compensation package and awards program sufficient to attract and retain high performers?   4. Is our field sales forecasting system functioning properly to anticipate negative trends?   5. Can we continue to leverage the sales expense line without damaging sales?   6. Is our expense budget tracking system effective?   7. Are we accurately monitoring sales force morale?   8. Is our pay schedule competitive?

Other than showing up in white tie and tails for the lavish awards ceremonies—the event is so fancy that even the traffic cops outside wear tuxedos, and the sterling silver laid out for the ensuing banquet is never used for any other function—a Nobel laureate’s only unavoidable duty during prize week is to deliver a lecture. Jack Kilby’s Nobel lecture in physics took place in a classically Scandinavian lecture hall, all blond wood and sleek modern furniture, on the campus of Stockholm University. Jack was introduced by a Swedish physicist who noted that “Dr. Kilby’s” invention had launched the global digital revolution, making possible calculators, computers, digital cameras, pacemakers, the Internet, etc., etc. Naturally, Jack wasn’t going to let that go unanswered. “When I hear that kind of thing,” he said, “it reminds me of what the beaver told the rabbit as they stood at the base of Hoover Dam: ‘No, I didn’t build it myself, but it’s based on an idea of mine.’” Everybody liked that joke, so Jack quickly added that he had borrowed the story from Charles H. Townes, an American who won the physics prize in 1964.

Who are we, the people who have ADHD? We are the problem kid who drives his parents crazy by being totally disorganized, unable to follow through on anything, incapable of cleaning up a room, or washing dishes, or performing just about any assigned task; the one who is forever interrupting, making excuses for work not done, and generally functioning far below potential in most areas. We are the kid who gets daily lectures on how we’re squandering our talent, wasting the golden opportunity that our innate ability gives us to do well, and failing to make good use of all that our parents have provided. We are also sometimes the talented executive who keeps falling short due to missed deadlines, forgotten obligations, social faux pas, and blown opportunities. Too often we are the addicts, the misfits, the unemployed, and the criminals who are just one diagnosis and treatment plan away from turning it all around. We are the people Marlon Brando spoke for in the classic 1954 film On the Waterfront when he said, “I coulda been a contender.” So many of us coulda been contenders, and shoulda been for sure. But then, we can also make good. Can we ever! We are the seemingly tuned-out meeting participant who comes out of nowhere to provide the fresh idea that saves the day. Frequently, we are the “underachieving” child whose talent blooms with the right kind of help and finds incredible success after a checkered educational record. We are the contenders and the winners. We are also imaginative and dynamic teachers, preachers, circus clowns, and stand-up comics, Navy SEALs or Army Rangers, inventors, tinkerers, and trend setters. Among us there are self-made millionaires and billionaires; Pulitzer and Nobel prize winners; Academy, Tony, Emmy, and Grammy award winners; topflight trial attorneys, brain surgeons, traders on the commodities exchange, and investment bankers. And we are often entrepreneurs. We are entrepreneurs ourselves, and the great majority of the adult patients we see for ADHD are or aspire to be entrepreneurs too. The owner and operator of an entrepreneurial support company called Strategic Coach, a man named Dan Sullivan (who also has ADHD!), estimates that at least 50 percent of his clients have ADHD as well.

Visiting his neighbours’ apartments, he would find himself physically repelled by the contours of an award-winning coffee-pot, by the well-modulated colour schemes, by the good taste and intelligence that, Midas-like, had transformed everything in these apartments into an ideal marriage of function and design. In a sense, these people were the vanguard of a well-to-do and well-educated proletariat of the future, boxed up in these expensive apartments with their elegant furniture and intelligent sensibilities, and no possibility of escape.

THE PRAISED GENERATION HITS THE WORKFORCE Are we going to have a problem finding leaders in the future? You can’t pick up a magazine or turn on the radio without hearing about the problem of praise in the workplace. We could have seen it coming. We’ve talked about all the well-meaning parents who’ve tried to boost their children’s self-esteem by telling them how smart and talented they are. And we’ve talked about all the negative effects of this kind of praise. Well, these children of praise have now entered the workforce, and sure enough, many can’t function without getting a sticker for their every move. Instead of yearly bonuses, some companies are giving quarterly or even monthly bonuses. Instead of employee of the month, it’s the employee of the day. Companies are calling in consultants to teach them how best to lavish rewards on this overpraised generation. We now have a workforce full of people who need constant reassurance and can’t take criticism. Not a recipe for success in business, where taking on challenges, showing persistence, and admitting and correcting mistakes are essential. Why are businesses perpetuating the problem? Why are they continuing the same misguided practices of the overpraising parents, and paying money to consultants to show them how to do it? Maybe we need to step back from this problem and take another perspective. If the wrong kinds of praise lead kids down the path of entitlement, dependence, and fragility, maybe the right kinds of praise can lead them down the path of hard work and greater hardiness. We have shown in our research that with the right kinds of feedback even adults can be motivated to choose challenging tasks and confront their mistakes. What would this feedback look or sound like in the workplace? Instead of just giving employees an award for the smartest idea or praise for a brilliant performance, they would get praise for taking initiative, for seeing a difficult task through, for struggling and learning something new, for being undaunted by a setback, or for being open to and acting on criticism. Maybe it could be praise for not needing constant praise! Through a skewed sense of how to love their children, many parents in the ’90s (and, unfortunately, many parents of the ’00s) abdicated their responsibility. Although corporations are not usually in the business of picking up where parents left off, they may need to this time. If businesses don’t play a role in developing a more mature and growth-minded workforce, where will the leaders of the future come from?

Bennie knew her mother had loved her long after she was well enough to say so, though she barely remembered her mother’s caring for her as a child. Bennie guessed her mother had performed the routine functions that mothers do every day, for there had been evidence of it. Bennie had won awards in elementary school, tiny pins like tie tacks that lay ignored in her jewelry box, for getting good grades and having good penmanship. She had stumbled across one of the tacks this morning, dressing for her mother’s funeral, and it jarred loose a single memory: her mother teaching her cursive writing at the kitchen table, a fleeting picture of the rounded circles and elongated loops of

taught” specific sport skills that are not commensurate with their physical, cognitive, and emotional maturation levels. I have alluded to this at several places in the book. This is an alarming trend that has many long-term consequences. Certainly in most cases the young athletes have the specific sport skill and physical capabilities to excel, but what about for the long term? The early specialization can result in long-term stagnation. In reality, the ones who would have made it anyway do so because they matured early or just simply were more talented. At the other end of the spectrum there is greater incentive to compete longer because of the monetary rewards that are available in the later years of an athlete’s career. There is no simple solution to this. Intuitively we certainly know that the human cost is high. We always hear about those who made it, but what about the many who are cast by the wayside? The goal in youth sport should be to provide a good experience by teaching fundamentals and the rules, not by trying to identify the next National League MVP or Cy Young Award winner. Give them the opportunity to be kids. Play and playfulness