Competency Mapping Quotes

Metalearning: First Draw a Map. Start by learning how to learn the subject or skill you want to tackle. Discover how to do good research and how to draw on your past competencies to learn new skills more easily.

A happy love is a single story, a disintegrating one is two or more competing, conflicting versions, and a disintegrated one lies at your feet like a shattered mirror, each shard reflecting a different story, that it was wonderful, that it was terrible, if only this had, if only that hadn't. The stories don't fit back together, and it's the end of stories, those devices we carry like shells and shields and blinkers and occasionally maps and compasses. The people close to you become mirrors and journals in which you record your history, the instruments that help you know yourself and remember yourself, and you do the same for them. When they vanish so does the use, the appreciation, the understanding of those small anecdotes, catchphrases, jokes: they become a book slammed shut or burnt.

The reason you don't succeed in life is because you are too lenient with your deadly enemies. Identify them and eradicate them completely, don't let any of their seed escape your vengeful sword. Don't negotiate with the enemy and never make deals with them. Only after you have wiped them out of the map will success smile at you

He was shown into the drawing-room, an apartment of great elegance and no character. Above the mantelpiece hung a portrait in pastel of Cicely O’Callaghan. The artist had dealt competently with the shining texture of the dress and hair, and had made a conscientious map of the face. Alleyn felt he would get about as much change from the original as he would from the picture.

This means that if boys and girls grew up on a deserted island with no organised society or parents to guide them, girls would still cuddle, touch, make friends and play with dolls, while boys would compete mentally and physically with each other and form groups with a clear hierarchy.

Fewer than one in twenty security professionals has the core competence and the foundation knowledge to take a system all the way from a completely unknown state of security through mapping, vulnerability testing, password cracking, modem testing, vulnerability patching, firewall tuning, instrumentation, virus detection at multiple entry points, and even through back-ups and configuration management.

Most people don’t get (or want) to look at old news footage, but we looked at thirty years of stories relating to motherhood. In the 1970s, with the exception of various welfare reform proposals, there was almost nothing in the network news about motherhood, working mothers, or childcare. And when you go back and watch news footage from 1972, for example, all you see is John Chancellor at NBC in black and white reading the news with no illustrating graphics, or Walter Cronkite sitting in front of a map of the world that one of the Rugrats could have drawn–that’s it. But by the 1980s, the explosion in the number of working mothers, the desperate need for day care, sci-fi level reproductive technologies, the discovery of how widespread child abuse was–all this was newsworthy. At the same time, the network news shows were becoming more flashy and sensationalistic in their efforts to compete with tabloid TV offerings like A Current Affair and America’s Most Wanted. NBC, for example introduced a story about day care centers in 1984 with a beat-up Raggedy Ann doll lying limp next to a chair with the huge words Child Abuse scrawled next to her in what appeared to be Charles Manson’s handwriting. So stories that were titillating, that could be really tarted up, that were about children and sex, or children and violence–well, they just got more coverage than why Senator Rope-a-Dope refused to vote for decent day care. From the McMartin day-care scandal and missing children to Susan Smith and murdering nannies, the barrage of kids-in-jeopardy, ‘innocence corrupted’ stories made mothers feel they had to guard their kids with the same intensity as the secret service guys watching POTUS.

The sequencing of questions must be custom designed for your solutions and it must be navigated in different ways according to the physical reality of each individual customer. All sequenced diagnostic maps™ are based on a generic format that I call the Bridge to Change (see Figure 3.2). FIGURE 3.2 Building the Bridge to Change The Bridge to Change is patterned after the tools and methods that physicians use to diagnose complex medical conditions and prescribe appropriate solutions.

Professional life. Personal life. Social life. They are often treated as separate entities, but our lives and insights cannot be segregated. Work / life balance is a false dichotomy; compartmentalization is not sustainable. It forces life’s professional, personal, and social elements to vie for attention, bringing with them seemingly competing expectations and goals. When we compartmentalize our lives, these elements become pathological, pushing us from one task to the next in an effort to satisfy their own jealous needs.

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

Europe now has more than thirty receiving terminals for LNG, which can be ramped up on short notice. They are also part of an increasingly dense global network. Worldwide, over forty countries now import LNG, compared to just eleven in 2000. Exporting countries have increased from twelve to twenty. Overall global LNG demand in 2019 was almost four times larger than in 2000, and liquefaction capacity is expected to increase by another 30 percent over the next half decade. Methane molecules from a growing number of countries now jostle and compete with one another for customers across the globe.

And so begins the strangest campaign in military history : a competent general and a seasoned army of eighty thousand men chased like deer, in their own country, by an invader who used his vastly smaller forces more like a pack of hunting dogs than men; laying them on the scent rather than mapping routes, caring no more for their feelings, their fatigues, their lives, than a hunter who is rather fond of a good dog. Up and down the map of East Germany they ran, hunter and hunted, in an Alexandrian zig-zag of the best manner. The only strategical question in Charles’ science was “ Where are they ? ” Never, “ How many ? How entrenched ? ” At last Charles had made war into what schoolboys dreamed it ought to be.

so you don’t overpromise and are able to deliver on commitments and balance competing priorities. Accountability: You own your mistakes, apologize, and make amends. Vault: You don’t share information or experiences that are not yours to share. I need to know that my confidences are kept, and that you’re not sharing with me any information about other people that should be confidential. Integrity: You choose courage over comfort. You choose what is right over what is fun, fast, or easy. And you choose to practice your values rather than simply professing them. Nonjudgment: I can ask for what I need, and you can ask for what you need. We can talk about how we feel without judgment. We can ask each other for help without judgment. Generosity: You extend the most generous interpretation possible to the intentions, words, and actions of

He found himself thinking of something Barry Grieg had once said to him about a rhythm guitar player from L.A., a guy named Jory Baker who was always on time, never missed a practice session, or fucked up an audition. Not the kind of guitar player that caught your eye, no showboat like Angus Young or Eddie Van Halen, but competent. Once, Barry had said, Jory Baker had been the driving wheel of a group called Sparx, a group everybody seemed to think that year's Most Likely to Succeed. They had a sound something like early Creedence: hard solid guitar rock and roll. Jory Baker had done most of the writing and all of the vocals. Then a car accident, broken bones, lots of dope in the hospital. He had come out, as the John Prine song says, with a steel plate in his head and a monkey on his back. He progressed from Demerol to heroin. Got busted a couple of times. After a while he was just another street-druggie with fumble fingers, spare-changing down at the Greyhound station and hanging out on the strip. Then, somehow, over a period of eighteen months, he had gotten clean, and stayed clean. A lot of him was gone. He was no longer the driving wheel of any group, Most Likely to Succeed or otherwise, but he was always on time, never missed a practice session, or fucked up an audition. He didn't talk much, but the needle highway on his left arm had disappeared. And Barry Grieg had said: 'He's come out the other side.' That was all. No one can tell what goes on in between the person you were and the person you become. No one can chart that blue and lonely section of hell. There are no maps of the change. You just . . . come out the other side. Or you don't.

You don’t compete against products and services in your category: you compete against anything that gets the job done from the user’s point of view.

On Monday, you’ll map out the problem and pick an important place to focus. On Tuesday, you’ll sketch competing solutions on paper. On Wednesday, you’ll make difficult decisions and turn your ideas into a testable hypothesis. On Thursday, you’ll hammer out a realistic prototype. And on Friday, you’ll test it with real live humans.

On the other hand, in the world that we care about, endlessly preparing for social change work without actually doing it produces the exact same results as endless procrastination. As a matter of simple priority-setting and time management, the dilemma is that by the time I properly ready myself by (a) apprenticing myself in one or more field placements; (b) becoming proficient in a foreign language; (c) getting up to speed about my identity and my privilege; (d) studying the structural causes of social and economic injustice; (e) figuring out the complex drivers holding back a marginalized population; (f) mapping institutional racism and sexism; (g) upping my cultural competency; (h) fine-tuning my emotional IQ; and, (i) sorting through the hurdles of political correctness—I could be dead.

YOU CAN SEE FOR MILES in both directions from the point on Ruby Ridge. From here, the paths of the Weaver family and the federal government seem inevitable, trucks barreling toward each another on a one-lane road. The government’s route to Ruby Ridge was a twenty-year drift toward militaristic law enforcement, in which quiet agents in suits gave way to federal SWAT teams competing for funding, in which unchecked arrogance and zeal allowed federal agents to act as if their ends justified their means. For the Weavers, the trail to this place cuts right through our own backyards, through patriotism, the military, fundamentalist Christianity, and eventually paranoia. Randy and Vicki’s story is a map of disenfranchisement. They were seduced by conspiracy and a religion called Christian Identity, by beliefs steeped in racism and fear of government oppression, beliefs that helped bring about the very thing they feared. Ultimately, you come to the Weaver story along the same trail Randy and Vicki took, from the heart of Christian Iowa to the deep woods of North Idaho. There is much to ponder along the way—the accountability of government and the danger of paranoia, the villainy of coincidence and the desperate need to decide, every day all over again, where society’s lines will be drawn. Up a twisting, rutted dirt road, past gnarled pine trees and scrub grass, you come finally to a sign at the edge of the old Weaver property. Two sets of unbending law clashed on the mountain, two incompatible views of the world, outlined by defiant red letters painted on a plywood sign: “Every knee shall bow to Yahshua Messiah.

It was clear to Stapp, at least in principle, that Quantum Zeno might allow repeated acts of attention—which are, after all, observations by the mind of one strand of thought among the many competing for prominence in the brain—to affect quantum aspects of the brain. “I saw that if the mind puts to nature, in rapid succession, the same repeated question, ‘shall I attend to this idea?’ then the brain would tend to keep attention focused on that idea,” Stapp says. “This is precisely the Quantum Zeno Effect. The mere mental act of rapidly attending would influence the brain’s activity in the way Jeff was suggesting.” The power of the mind’s questioning (“Shall I pay attention to this idea?”) to strengthen one idea rather than another so decisively that the privileged idea silences all the others and emerges as the one we focus on—well, this seemed to be an attractive mechanism that would not only account for my results with OCD patients but also fit with everyone’s experience that focusing attention helps prevent the mind from wandering. Recall that Mike Merzenich had found that only attended stimuli have the power to alter the cortical map, expanding the region that processes the stimuli an animal focuses on. And recall Alvaro Pascual-Leone’s finding that the effort of directed attention alone can produce cortical changes comparable to those generated by physical practice at the piano. It seemed at least possible that it was my OCD patients’ efforts at attention, in the step we called Refocusing, that caused the brain changes we detected on PET scans.

The first of these questions, the capabilities choice, relates to the range and quality of activities that will enable a company to win where it chooses to play. Capabilities are the map of activities and competencies that critically underpin specific where-to-play and how-to-win choices.

What, then, might deodorants and perfumes have done to our ability to smell the signals emitted by our bodies? What might lives filled with clocks have done to our sense of time? What have airplanes done to our sense of space, or the internet to our sense of competence? What have maps done to our sense of direction, or schools to our sense of family? You get the point.

working identity involves revisiting the basic assumptions we use to evaluate possibilities. To illustrate what basic assumptions are, it is useful to think of our career choices as a pyramid with three levels (see figure 4-1).4 At the top of the pyramid lies what is most visible, to us and to the outside world: what job we hold in what setting. Dan, for example, was an executive in a high-tech company. One level below are the values and motivating factors that hold constant from job to job and company to company. These are what MIT career specialist Edgar Schein calls our “career anchors,” the competencies, preferences, and work-related values that we would be unwilling to give up if forced to make a choice.5 Dan’s experience has led him to value himself professionally as someone who excels at turnarounds—at making troubled companies healthy. He could perform this role on a smaller or larger scale (for example, big company or small start-up), in an advisory or a hands-on role, and as a manager or an owner, but the constant is that managerial challenge is what excites him. Dan’s turmoil over the offer of a “perfect job” that would have again robbed him of his family time, however, belies a conflict between his professional and personal values that is rooted at a deeper level. In his search, therefore, he has to plumb deeper: He must explore the final, bottom level of the pyramid to understand the basic assumptions—our mental maps about how the world works—that truly drive his behavior.

Peculiarities in Delaware’s boundaries also beset the southern boundary, the so-called Transpeninsular Line. Early inaccuracies in maps and competing bids for land among European families left the issue confused until 1751, when an east-west line was drawn across the Delmarva Peninsula. The line later served as the southern end-point of the only north-south portion of the Mason-Dixon line (the Tangent). The political demarcation has resulted in some curiosities on the border, including the town of Delmar. Split between Delaware and Maryland, the town operates a single government and services, but requires two postal codes and tax systems. It has adopted the motto, “The Little Town Too Big for One State.

Given what we now understand about the fundamental processes underlying AI, you can't get out of Flatland by simply building an infinite number of two-dimensional ladders infinitely fast. They will move faster and more competently within the boundaries of linear rationality than any human is capable of. But they will always be bound within the confines of that map.

Several realities have become clear in the course of exploring complex work cycles inside large companies. First, rarely do managers know the interaction map of the company. They know the organization chart and the critical path of projects, especially review dates. In other words, they know how long it takes and who’s involved, but they don’t know how to approach fixing

The results were astonishing. No one station had noticeably poor uptime or yield, but each had some small problems. Neither uptime nor yield was at 100 percent for any station. This mapping and measurement of the process showed that if each station’s yield and uptime were just 1 percent better than current performance, they would raise the effective capacity of the whole process by more than one-third. (Remember the 1 percent improvement is compounded 38—19 × 2—times.) In other words, the way to get higher and more flexible capacity was to control the existing process more rigorously. This would reduce the cycle time—increase throughput—for existing product volume so that there would be time to run additional products. It would also help reduce the cost of variety, because the faster the cycle time, the sooner a new product variant could be set up and run through the process and shipped to a customer.

Time is relatively straightforward to measure inside a company once management begins to focus on it. Time is captured explicitly in measures of elapsed time—lead time, cycle time, and so on—and implicitly in metrics normally used in engineering and finance—machine uptime, product yield, inventory turnover, and the like. When all these time-related measures are brought together with maps showing the organization’s main flows and interaction patterns, a powerful picture of the company’s problems and opportunities comes into view.

The idea I’d need a map to get her off is laughable. Her thinking I wouldn’t spend every moment learning her body better than my own is also laughable. The thing I like about her is she’s competitive, but I’m competitive, too; I always have been. It’s how I’ve gotten so good at winning, and right now, we’re competing to see who can hold out the longest.

Identify what you can do now to start living the kind of life you truly desire. Any small step toward your values will improve your mood and anxiety. Get out your notebook and map out a plan to start taking committed action toward something you value. Here’s how: Identify value: Example: Psychological growth 2. Identify goal: Example: Increase self-esteem 3. Identify step to take to reach goal: Example short-term action: “Every day do one task that makes me feel competent—pay the bills, make a meal, exercise, volunteer, help a friend.” Example long-term action: “Ask boss about what’s needed for a promotion,” or “Sign up for a class.

Competency Mapping is the key to Human Capital Management

letting the A/C run, and using PanScan—one of several competing apps in the anonymized contact tracing space—to check his immunological status versus that of everyone currently in the house. Since Willem was the interloper, he was the most likely to be bringing new viral strains in to this household. Eventually the app produced a little map of the property, showing icons for everyone there, color-coded based on epidemiological risk. The upshot was that Willem could get by without a mask provided he kept his distance from Hendrik. Oh, and if he ventured upstairs he should put a mask on because there was a Kuok in the second bedroom on the left whose recent exposure history was almost as colorful as Willem’s. Accordingly he and his father sat two meters apart in a gazebo in the snatch of mowed lawn between the house and the bank where the property plunged into the bayou.

elements of trust emerged from our data, and we use the acronym BRAVING: Boundaries: You respect my boundaries, and when you’re not clear about what’s okay and not okay, you ask. You’re willing to say no. Reliability: You do what you say you’ll do. At work, this means staying aware of your competencies and limitations

Although the rise of Galicia was a clear indication of the growing importance of the borderlands, its union with Volhynia bore the promise of greater, even epochal consequences for all of Eastern Europe. The man who brought about this union was Roman Mstyslavych (1173-1205) of Volhynia. Immersed in political struggles from early youth, Roman was chosen as prince by the Novgorodians in 1168 to defend their city against Suzdal's aggressive designs in the north, while his father, Mstyslav of Volhynia, competed with Andrei Bogoliubsky of Suzdal for control of Kiev in the south. After his father's death in 1173, Roman took over and reconstituted the fragmented, neglected family holdings in Volhynia. In 1188, the Galician boyars invited him to rule their land, but princely rivals and unfriendly boyar factions prevented him from doing so. Only in 1199 was he able to return to Galicia and unite it with Volhynia, thus creating a new, imposing conglomerate on the political map of Eastern Europe with an energetic, forceful prince of great ability at its head. In his domestic policies Roman concentrated on expanding his princely power: that is, on undermining the boyars, many of whom he either exiled or executed. "You can't enjoy the honey without killing the bees" was one of his favorite sayings. As was often the case elsewhere in Europe, the prince's allies in the struggle with the oligarchy were the townsmen and minor boyars.

Meanwhile, the members of Jepsen’s Russian management team were equally annoyed at Jepsen’s apparent lack of competence as a leader. Here are some of the complaints they offered during focus group interviews: 1.​He is a weak, ineffective leader 2.​He doesn’t know how to manage 3.​He gave up his corner office on the top floor, suggesting to the company that our team is of no importance 4.​He is incompetent

In 2012, Google Maps had become the premier provider of mapping services and location data for mobile phone users. It was a popular feature on Apple’s iPhone. However, with more consumer activity moving to mobile devices and becoming increasingly integrated with location data, Apple realized that Google Maps was becoming a significant threat to the long-term profitability of its mobile platform. There was a real possibility that Google could make its mapping technology into a separate platform, offering valuable customer connections and geographic data to merchants, and siphoning this potential revenue source away from Apple. Apple’s decision to create its own mapping app to compete with Google Maps made sound strategic sense—despite the fact that the initial service was so poorly designed that it caused Apple significant public embarrassment. The new app misclassified nurseries as airports and cities as hospitals, suggested driving routes that passed over open water (your car had better float!), and even stranded unwary travelers in an Australian desert a full seventy kilometers from the town they expected to find there. iPhone users erupted in howls of protest, the media had a field day lampooning Apple’s misstep, and CEO Tim Cook had to issue a public apology.19 Apple accepted the bad publicity, likely reasoning that it could quickly improve its mapping service to an acceptable quality level—and this is essentially what has happened. The iPhone platform is no longer dependent on Google for mapping technology, and Apple has control over the mapping application as a source of significant value.

The final leg of our leadership stool is competence, pure and simple. If I buy into the vision and believe that the leader cares about me, do I think she can actually achieve the vision? Will I follow her into the jungle with no map forward or back and trust that she will get me out of there? I like to refer to this as the Andy Grove attribute.

A key competence in making the most of your opportunities is the ability to keep your balance, reflect, and find ways to reinvigorate yourself so that you can move forward.

Every Barrier Can Be Penetrated Compasses Over Maps Nothing Is Static Quantity Is a Force Multiplier Competence Is the Only Credential That Matters

This is not to suggest that companies will suddenly stop competing or that the competition will suddenly come to a halt. On the contrary, the competition will be more present and will remain a critical factor of market reality. As captured on the dynamic PMS map, red ocean and blue ocean strategies are complementary strategic perspectives, with each serving different and important purposes.

Many people dislike the idea that the USA played the role of ‘world policeman’ in the post-Second World War era. You can make a case for both the positives and negatives of its actions. But, either way, in the absence of a policeman various factions will seek to police their own neighbourhood. If you get competing factions, the risk of instability increases.

in early 1854 Lt. Amiel Weeks Whipple was sent to map a route from the Mississippi River to the Pacific Ocean. Whipple was a thirty-seven-year-old West Point graduate from Massachusetts, known for his competence and conscientiousness