Badge Motivational Quotes

Effective gamification is a combination of game design, game dynamics, behavioral economics, motivational psychology, UX/UI (User Experience and User Interface), neurobiology, technology platforms, as well as ROI-driving business implementations.

The old me is gone. I cut all ties of the old me. That is not me. I want to bring forth the me, that wants to represent who I am as a woman, that though I may have had traumas in my life, I won't let that define who I am. I am going to be the better version of who I am, truly inspired to wear the invisible badges of strength, confidence, courage, compassion, empowerment and fearlessness.

There is something about yourself that you don't know. Something that you will deny even exists until it's too late to do anything about it. It's the only reason you get up in the morning, the only reason you suffer the shitty boss, the blood, the sweat and the tears. This is because you want people to know how good, attractive, generous, funny, wild and clever you really are. "Fear or revere me, but please think I'm special." We share an addiction. We're approval junkies. We're all in it for the slap on the back and the gold watch. The "hip, hip, hoo-fucking-rah." Look at the clever boy with the badge, polishing his trophy. Shine on, you crazy diamond. Cos we're just monkeys wrapped in suits, begging for the approval of others.

Do not allow yourself to be pulled into the role of embracing victimship as some sort of badge of honor to wear or flash around at any opportunity.

The old me is gone. I cut all ties of the old me. That is not me. I want to bring forth the me, that wants to represent who I am as a woman, that thoughI may have had traumas in my life, I won't let that define who I am. I am going to be the better version of who I am, truly inspired to wear the invisible badges of strength, confidence, courage, compassion, empowerment and fearlessness.

99 Problems is almost a deliberate provocation to simpleminded listeners. If that sounds crazy, you have to understand: Being misunderstood is almost a badge of honor in rap. Growing up as a black kid from the projects, you can spend your whole life being misunderstood, followed around department stores, looked at funny, accused of crimes you didn't commit, accused of motivations you don't have, dehumanized -- until you realize, one day, it's not about you. It's the perceptions people had long before you even walked onto the scene. The joke's on them because they're really just fighting phantoms of their own creation. Once you realize that, things get interesting. It's like when we were kids. You'd start bopping hard and throwing the ice grill when you step into Macy's and laugh to yourself when security guards got nervous and started shadowing you. You might have a knot of cash in your pocket, but you boost something anyway, just for the sport of it. Fuck 'em. Sometimes the mask is to hide and sometimes it's to play at being something you're not so you can watch the reactions of people who believe the mask is real. Because that's when they reveal themselves. So many people can't see that every great rapper is a not just a documentarian, but a trickster -- that every great rapper has a little bit of Chuck and a little bit of Flav in them -- but that's not our problem, it's their failure: the failure, or unwillingness, to treat rap like art, instead of acting like it's a bunch of niggas reading out of their diaries. Art elevates and refines and transforms experience. And sometimes it just fucks with you for the fun of it.

Maybe they weren’t innocent in the eyes of the law, but there’s something more important than the law, and that is simply compassion. That might sound strange coming from a man who’s spent a good deal of his life behind a badge, but laws are made by human beings and human beings are not infallible. We make laws for all kinds of reasons, and not always the right ones. One of the most powerful motivations for the enactment of legislation is fear, and when you act out of fear, you risk becoming exactly the kind of monster you’re trying to bar the door against.

Can any position be more wretched than that of the unhappy father who, when he clasps his child to his breast, is haunted by the suspicion that this is the child of another, the badge of his own dishonor, a thief who is robbing his own children of their inheritance. Under such circumstances the family is little more than a group of secret enemies, armed against each other by a guilty woman, who compels them to pretend to love one another. Thus it is not enough that a wife should be faithful; her husband, along with his friends and neighbors, must believe in her fidelity; she must be modest, devoted, retiring; she should have the witness not only of a good conscience, but of a good reputation. In a word, if a father must love his children, he must be able to respect their mother. For these reasons it is not enough that the woman should be chaste, she must preserve her reputation and her good name. From these principles there arises not only a moral difference between the sexes, but also a fresh motive for duty and propriety, which prescribes to women in particular the most scrupulous attention to their conduct, their manners, their behavior.

The situation with Jordan was starting to seem too real for his comfort. This normally would be the point when he, sensing a possible attachment, would back away from the situation. But with her, he was trapped. Consequently, all he could do was carry on as usual, being that guy who didn’t let things become real, who was always handy with a quip but didn’t have feelings deeper than that. Because he didn’t. Undercover agents didn’t allow themselves to become attached to a case or anyone involved with it. He wasn’t complaining—he’d signed on for this. He’d worked hard to get where he was, and being the best undercover agent in the Chicago field office was a major accomplishment. It was his specialty, the thing that differentiated him from the other agents in the office. Without that distinction, he’d be just another guy with a badge, a gun, and cool facial scruff. Hell, he’d be Pallas. That alone was more than enough motivation to get his head back in the game.

I love football. I love the aesthetics of football. I love the athleticism of football. I love the movement of the players, the antics of the coaches. I love the dynamism of the fans. I love their passion for their badge and the colour of their team and their country. I love the noise and the buzz and the electricity in the stadium. I love the songs. I love the way the ball moves and then it flows and the way a teams fortune rises and falls through a game and through a season. But what I love about football is that it brings people together across religious divides, geographic divides, political divides. I love the fact that for ninety minutes in a rectangular piece of grass, people can forget hopefully, whatever might be going on in their life, and rejoice in this communal celebration of humanity. The biggest diverse, invasive or pervasive culture that human kinds knows is football and I love the fact that at the altar of football human kind can come worship and celebrate.

Gamification engages and motivates people across all kinds of activities using game mechanics such as badges, points, levels, and leaderboards.

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

We take pride in our ability to multitask, and we wear our willingness to put in long hours as a badge of honor. The term 24/7 describes a world in which work never ends. We use words like obsessed, crazed and on-fire, not as negative terms used to describe the insanity of it all, but instead, as playfully motivational “mantras” to drive us onward and characterize the experience of our everyday lives.

The only thing more dangerous than a developer is a developer conspiring with Security. The two working together gives us means, motive, and opportunity. I’m guessing our ciso probably strong-armed a Development manager to do something, which resulted in a developer doing something else, which broke the payroll run. Information Security is always flashing their badges at people and making urgent demands, regardless of the consequences to the rest of the organization, which is why we don’t invite them to many meetings. The best way to make sure something doesn’t get done is to have them in the room. They’re always coming up with a million reasons why anything we do will create a security hole that alien space-hackers will exploit to pillage our entire organization and steal all our code, intellectual property, credit card numbers, and pictures of our loved ones.

It does something to you when you are running close to what you perceive as our limit (back then, I still topped at 40 percent) and there is someone else out there who makes the difficult look effortless. It was obvious that his preparedness was several levels above our own. Captain Connolly did not show up to simply get through the program and graduate so he could collect some wings for his uniform and belong to the unspoken fraternity of supposed badasses at Fort Campbell. He came to explore what he was made of and grow. That required a willingness to set a new standard wherever possible and make a statement, not necessarily to our dumb asses, but to himself. He was respectful to all the instructors and the school, but he was not there to be led... Most people love standards. It gives the brain something to focus on, which helps us reach a place of achievement. Organizational structure and atta' boys from our instructors or bosses keep us motivated to perform and to move up on that bell curve. Captain Connolly did not require external motivation. He trained to his own standard and used the existing structure for his own purposes. Air Assault School became his own personal octagon, where he could test himself on a level even the instructors hadn't imagined. For the next nine days, he put his head down and quietly went about the business of smashing every single standard at Air Assault School. He saw the bar that the instructors pointed to and the rest of us were trying to tap as a hurdle to leap over, and he did it time and again. He understood that his rank only meant something if he sought out a different certification: an invisible badge that says, "I am the example. Follow me, motherfuckers, and I will show you that there is more to this life than so-called authority and stripes or candy on a uniform. I'll show you what true ambition looks like beyond all the external structure in a place of limitless mental growth." He didn't say any of that. He didn't run his mouth at all. I can't recall him uttering word one in ten fucking days, but through his performance and extreme dedication, he dropped breadcrumbs for anybody who was awake and aware enough to follow him. He flashed his tool kit. He showed us what potent, silent, exemplary leadership looked like. He checked into every Gold Group run, which was led by the fastest instructor in that school, and volunteered to be the first to carry the flag. p237

It does something to you when you are running close to what you perceive as our limit (back then, I still topped at 40 percent) and there is someone else out there who makes the difficult look effortless. It was obvious that his preparedness was several levels above our own. Captain Connolly did not show up to simply get through the program and graduate so he could collect some wings for his uniform and belong to the unspoken fraternity of supposed badasses at Fort Campbell. He came to explore what he was made of and grow. That required a willingness to set a new standard wherever possible and make a statement, not necessarily to our dumb asses, but to himself. He was respectful to all the instructors and the school, but he was not there to be led... Most people love standards. It gives the brain something to focus on, which helps us reach a place of achievement. Organizational structure and atta' boys from our instructors or bosses keep us motivated to perform and to move up on that bell curve. Captain Connolly did not require external motivation. He trained to his own standard and used the existing structure for his own purposes. Air Assault School became his own personal octagon, where he could test himself on a level even the instructors hadn't imagined. For the next nine days, he put his head down and quietly went about the business of smashing every single standard at Air Assault School. He saw the bar that the instructors pointed to and the rest of us were trying to tap as a hurdle to leap over, and he did it time and again. He understood that his rank only meant something if he sought out a different certification: an invisible badge that says, "I am the example. Follow me, motherfuckers, and I will show you that there is more to this life than so-called authority and stripes or candy on a uniform. I'll show you what true ambition looks like beyond all the external structure in a place of limitless mental growth." He didn't say any of that. He didn't run his mouth at all. I can't recall him uttering word one in ten fucking days, but through his performance and extreme dedication, he dropped breadcrumbs for anybody who was awake and aware enough to follow him. He flashed his tool kit. He showed us what potent, silent, exemplary leadership looked like. He checked into every Gold Group run, which was led by the fastest instructor in that school, and volunteered to be the first to carry the flag... His conditioning was clearly off the charts, and I'm not talking about the physical aspect alone. Being a physical specimen is one thing, but it takes so much more energy to stay mentally prepared enough to arrive every day at a place like Air Assault School on a mission to dominate. The fact that he was able to do that told me it couldn't possibly have been a one-time thing. It had to be the result of countless lonely hours in the gym, on the trails, and in the books. Most of his work was hidden, but it is within that unseen work that self-leaders are made. I suspect the reason he was capable of exceeding any and all standards consistently was because he was dedicated at a level most people cannot fathom in order to stay ready for any and all opportunities. p237

So accept envy as a badge of honor. Don’t be naive, be aware. When attacked by a moralist persecutor, do not be taken in by their crusade; it is motivated by envy, pure and simple. You can blunt it by being less of a Rake, asking forgiveness, claiming to have reformed, but this will damage your reputation, making you seem less lovably rakish. In the end, it is better to suffer attacks with dignity and keep on seducing.

Expectations have everything to do with happiness and motivation. A hungry teenager in a poor country will have an extremely difficult time understanding why a perfectionist student in a developed country would be depressed for three weeks simply because she received a “B” in school. On the other hand, a student who expects to fail the class celebrates for a week when they obtain a B. Similarly, a billionaire who lost a lot of money and became a millionaire might end up committing suicide210, while the average person who end up with a million dollars would become ecstatic. From my own observations, our happiness is almost exclusively determined by our expectations matched against our circumstances. Based on that, the easiest way to become happy may be to adjust our expectations and appreciate what we do have, instead of becoming upset because of the things we don’t. Even many marriages fail because of unrealistic expectations for each other, leading to built up bitterness over the years that plagues the soul.

In the same way, gamification uses the three intrinsic motivators to generate powerful results. Levels and the accumulation of points can all be markers of competence or mastery. Giving players choices and a range of experiences as they progress feeds the desire for autonomy and agency. Social interactions such as Facebook sharing or badges you can display for friends respond to the human need for relatedness.

stopped seeking further knowledge or deeper sexual insight and instead, unknowingly, claimed self-righteousness and badge-earning as my source of motivation for virginity. I had missed