Effective Feedback Quotes

Purposeful planning is most effective when you are actively seeking and getting feedback from those whose judgement you trust and respect.

. . . the world in which we live has an increasing number of feedback loops, causing events to be the cause of more events (say, people buy a book because other people bought it), thus generating snowballs and arbitrary and unpredictable planet-wide winner-take-all effects.

Multitasking has been found to increase the production of the stress hormone cortisol as well as the fight-or-flight hormone adrenaline, which can overstimulate your brain and cause mental fog or scrambled thinking. Multitasking creates a dopamine-addiction feedback loop, effectively rewarding the brain for losing focus and for constantly searching for external stimulation. To make matters worse, the prefrontal cortex has a novelty bias, meaning that its attention can be easily hijacked by something new—the proverbial shiny objects

Developing and implementing IT governance design effectiveness and efficiency can be a multidirectional, interactive, iterative, and adaptive process.

Direct, personal feedback really is the simplest and most effective form of motivation.

The first fundamental principle of effective classroom feedback is that feedback should be more work for the recipient than the donor.

I have a serious challenge for you if you’re up for it. Want real feedback? Find people who care enough about you to be brutally honest with you. Ask them these questions: “How do I show up to you? What do you think my strengths are? In what areas do you think I can improve? Where do you think I sabotage myself? What’s one thing I can stop doing that would benefit me the most? What’s the one thing I should start doing?

Overthinking seems like the “smart” way to launch, but it’s far less effective. Super-successful people do the opposite—they take action first, get real feedback, and learn from that, which is a million times more valuable than any book or course. And quicker! Most people: Overthink first, act later. Every successful entrepreneur: Act first, figure it out later.

The main issue is that when the stress response is activated too frequently or if the stressor is too intense, the body can lose the ability to shut down the HPA and SAM axes. The term for this is disruption of feedback inhibition, which is a science-y way of saying that the body’s stress thermostat is broken. Instead of shutting off the supply of “heat” when a certain point is reached, it just keeps on blasting cortisol through your system. This is exactly what Fisher and Bruce were seeing in the foster kids.

Feedback is important to people. We all want to know how well we’re doing. That’s why it is essential for an effective performance review system to provide ongoing feedback.

small batches of work, small teams, short cycles, and quick feedback—in effect, “small everything.

When we, system dynamicists, see a pattern persist in many parts of a system over long periods, we assume that it has causes embedded in the feedback loop structure of the system. Running the same system harder or faster will not change the pattern as long as the structure is not revised. Growth as usual has widened the gap between the rich and the poor. Continuing growth as usual will never close that gap. Only changing the structure of the system—the chains of causes and effects—will do that.

We may rarely get feedback from the people around us about how meaningfully we’ve influenced their lives for the better, and even less often how they then may have gone on, as a direct result of our influence, to influence the lives of still others. But there’s little doubt this effect is real and frequently significant. The small kind word we leave with a stranger who we’ll never see again may not just spread out like ripples on a pond but may strike with the force of a tidal wave. We just never know. 

What is more, the whole apparatus of life has become so complex and the processes of production, distribution, and consumption have become so specialized and subdivided, that the individual person loses confidence in his own unaided capacities: he is increasingly subject to commands he does not understand, at the mercy of forces over which he exercises no effective control, moving to a destination he has not chosen. Unlike the taboo-ridden savage, who is often childishly over-confident in the powers of his shaman or magician to control formidable natural forces, however inimical, the machine-conditioned individual feels lost and helpless as day by day he metaphorically punches his time-card, takes his place on the assembly line, and at the end draws a pay check that proves worthless for obtaining any of the genuine goods of life. This lack of close personal involvement in the daily routine brings a general loss of contact with reality: instead of continuous interplay between the inner and the outer world, with constant feedback or readjustment and with stimulus to fresh creativity, only the outer world-and mainly the collectively organized outer world of the power system-exercises authority: even private dreams must be channeled through television, film, and disc, in order to become acceptable. With this feeling of alienation goes the typical psychological problem of our time, characterized in classic terms by Erik Erikson as the 'Identity Crisis.' In a world of transitory family nurture, transitory human contacts, transitory jobs and places of residence, transitory sexual and family relations, the basic conditions for maintaining continuity and establishing personal equilibrium disappear. The individual suddenly awakens, as Tolstoi did in a famous crisis in his own life at Arzamas, to find himself in a strange, dark room, far from home, threatened by obscure hostile forces, unable to discover where he is or who he is, appalled by the prospect of a meaningless death at the end of a meaningless life.

As CEO, you should have an opinion on absolutely everything. You should have an opinion on every forecast, every product plan, every presentation, and even every comment. Let people know what you think. If you like someone’s comment, give her the feedback. If you disagree, give her the feedback. Say what you think. Express yourself. This will have two critically important positive effects:   Feedback won’t be personal in your company. If the CEO constantly gives feedback, then everyone she interacts with will just get used to it. Nobody will think, “Gee, what did she really mean by that comment? Does she not like me?” Everybody will naturally focus on the issues, not an implicit random performance evaluation.   People will become comfortable discussing bad news. If people get comfortable talking about what each other are doing wrong, then it will be very easy to talk about what the company is doing wrong. High-quality company cultures get their cue from data networking routing protocols: Bad news travels fast and good news travels slowly. Low-quality company cultures take on the personality of the Wicked Witch of the West in The Wiz: “Don’t nobody bring me no bad news.

Complexity arises from the interaction of many parts, giving rise to difficulties in linear or reductionist analysis due to the nonlinearities generated by the interactions. Such nonlinear effects emerge from both positive (amplifying) and negative (damping) feedbacks, the key ingredients of complex systems.

There are at least five effective pathways for traveling inward to gain insight into the composition of our shadow: (1) soliciting feedback from others as to how they perceive us; (2) uncovering the content of our projections; (3) examining our “slips” of tongue and behavior, and investigating what is really occurring when we are perceived other than we intended to be perceived; (4) considering our humor and our identifications; and (5) studying our dreams, daydreams, and fantasies.

As Douglas Stone and Sheila Heen point out in their book Thanks for the Feedback, we judge ourselves by our intentions, while others judge us by the effects of our actions.

The purpose of performance communications (and therefore feedback) is to encourage effective future behavior.

Communications are much clearer if you recognize that there are three kinds of feedback: appreciation, coaching, and evaluation.

With real feedback, effective adjustments are possible.

Feedback is the bridge to effectively connect lesson-learned from the past to the future performance and potential.

you break a negative feedback loop by giving it a positive input instead, it will spin into a positive feedback loop. That creates a kind of snowball effect, which takes on a life of its own. Make a small, incremental change today, and it will gather momentum the next day, and the day after that, and the day after that… until you’re surprised at what you’ve accomplished.

By [anticipatory anxiety] I mean that the patient reacts to an event with a fearful expectation of its recurrence. However, fear tends to make happen precisely that which one fears, and so does anticipatory anxiety. Thus a vicious circle is established. A symptom evokes a phobia and the phobia provokes the symptom. The recurrence of the symptom then reinforces the phobia. The patient is caught in a cocoon. […] [Obsessive-compulsives] fear the potential effects or the potential cause of the strange thoughts. The phobic pattern of flight from fear is paralleled by the obsessive-compulsive pattern. Obsessive-compulsive neurotics also display fear. But theirs is not 'fear of fear' but rather fear of themselves, and their response is to fight against obsessions and compulsions. But the more the patients fight, the stronger their symptoms become. In other words, alongside the circle formation built up by anticipatory anxiety in phobic cases, there is another feedback mechanism which we encounter in the obsessive-compulsive neurotic. Pressure induces counter-pressure, and counter-pressure, in turn, increases pressure. If one succeeds in making the patient stop fighting his obsessions and compulsions -- and this may well be accomplished by paradoxical intention -- these symptoms soon diminish and finally atrophy.

It should be possible to discuss what I have put forward. Sometimes, when it has not been a good lecture, it would need very little, just one question, to put everything straight. However, this question never comes. The group effect in France makes any genuine discussion impossible. And as there is no feedback, the course is theatricalized. My relationship with the people there is like that of an actor or an acrobat. And when I have finished speaking, a sensation of total solitude ...

4. Reward appropriate behavior openly and generously If you want to persuade people to do the right thing, add some sort of public display which acknowledges the right kind of behavior. Even adding a simple smiley face to their bill whentheir account is in order, for example, will encourage people to keep doing the right thing. This kind of positive feedback can be proven scientifically to be more effective than complaining about bad behavior. Find something good to focus on and build on that. 5.

Causality is the most critical pillar of scientific inference in the Western world. Revealing a cause amounts to an explanation. However, other cultures that do not rely on cause-and-effect arguments can also arrive at valid scientific conclusions. The concept of causation is especially problematic in self-organized systems with amplifying-damping feedback loops, such as the brain. Causes in such systems are often circular or multidirectional; events are not caused but emerge from the interaction of multiple elements.

There is no such thing as perfect communication; there is effective communication, which is a process of feedback and progressive adjustments. The delusion that perfect communication is possible generates a frustration that damages our relationships and personal lives.

When a white woman starts to cry, I ask her to take some deep breaths as I invite the group to let her experience her feelings and not try to take care of her or rescue her in the moment. I clearly state that this person can easily be in her feelings and continue engaging and doesn’t need to be comforted or saved by anyone. I then refocus my attention onto the white woman and say how I really respect people who can express their emotions and talk through their tears. I then ask if she is ready to share her reactions to the feedback. In the vast majority of situations, white women are able to continue engaging effectively, and group members realize a number of things, including: people can cry and talk at the same time; jumping in to support someone may be more about trying to avoid our own feelings of discomfort; interrupting the learning moment by handing out Kleenex, rubbing someone’s back or challenging the person of color’s comments may deny the white woman a potentially important growth opportunity; and the entire group may benefit from fully experiencing and processing this emotional moment.

Although Megan "knew" she was not in danger, her body told her that she was. If sensorimotor habits are firmly entrenched, accurate cognitive interpretations may not exert much influence on changing bodily orgamzation and arousal responses. Instead, the traumatized person may experience the reality of the body rather than that of the mind. To be most effective, the sensorimotor psychotherapist works on both the cognitive and sensorimotor levels. With Megan, a purely cognitive approach might foster some change in her integrative capacity, but the change would be only momentary if the cowering response were reactivated each time she received feedback at work... However, if she is encouraged to remember to "stand tall" in the face of criticism, her body and her thoughts will be congruent with each other and with current reality.

Ecosystems are complex networks. They can be remarkably resilient under stress, but when certain key nodes begin to fail, knock-on effects reverberate through the web of life. This is how mass extinction events unfolded in the past. It’s not the external shock that does it – the meteor or the volcano: it’s the cascade of internal failures that follows. It can be difficult to predict how this kind of thing plays out. Things like tipping points and feedback loops make everything much riskier than it otherwise might be. This is what makes climate breakdown so concerning.

A civilization based on authority-and-submission is a civilization without the means of self-correction. Effective communication flows only one way: From master-group to servile-group. Any cyberneticist knows that such a one-way communication channel lacks feedback and cannot behave "intelligently.

In Wegner’s studies, participants are asked to try hard not to think about something, such as a white bear, or food, or a stereotype. This is hard to do. More important, the moment one stops trying to suppress a thought, the thought comes flooding in and becomes even harder to banish. In other words, Wegner creates minor obsessions in his lab by instructing people not to obsess. Wegner explains this effect as an “ironic process” of mental control. 32 When controlled processing tries to influence thought (“Don’t think about a white bear!”), it sets up an explicit goal. And whenever one pursues a goal, a part of the mind automatically monitors progress, so that it can order corrections or know when success has been achieved. When that goal is an action in the world (such as arriving at the airport on time), this feedback system works well. But when the goal is mental, it backfires. Automatic processes continually check: “Am I not thinking about a white bear?” As the act of monitoring for the absence of the thought introduces the thought, the person must try even harder to divert consciousness. Automatic and controlled processes end up working at cross purposes, firing each other up to ever greater exertions. But because controlled processes tire quickly, eventually the inexhaustible automatic processes run unopposed, conjuring up herds of white bears. Thus, the attempt to remove an unpleasant thought can guarantee it a place on your frequent-play list of mental ruminations.

After seven centuries of existence and at least four centuries where few citizens existed without it, the datasphere – including the All Thing and all comm and access bands – simply ceased to be. Hundreds of thousands of citizens went insane at that moment – shocked into catatonia by the disappearance of senses which had become more important to them than sight or hearing. More hundreds of thousands of datumplane operators, including many of the so-called cyberpukes and system cowboys, were lost, their analog personas caught in the crash of the datasphere or their brains burned out by neural-shunt overload or an effect later known as zero-zero feedback.

Ultimately, what helped me understand addiction and how I came to be ensnared was first realizing that we all suffer some degree of addiction. While not all of us give our lives over to it as much as I did, or get tangled up in chemical addictions, the fact remains that all humans suffer, all look outside themselves to manage that suffering, and all get stuck in feedback loops that run through the same wiring in our brain that alcohol addiction runs through. The second thing that helped me pull apart my own addiction, and thus understand how to approach it and overcome it, was breaking it up into two distinct parts: the root causes, or the things that drive us out of ourselves to cope, and the cycle of addiction, or what happens to us biologically, spiritually, socially, and psychologically over time when we use an effective but addictive substance or behavior in an attempt to regulate ourselves. I call it the Two-Part Problem, and in order to heal, we need to address both parts.

Goats' refusal of young blackbrush shoots, furthermore, is outright. They want nothing to do with it. Provenza pointed at his hand, then his arm and body, and said, "Every organ and every cell has receptors similar to what's in your nose and on your tongue." Creatures communicate within their environment the same way they communicate within their own bodies -- through chemical trigger substances that bind to receptors and produce responses. "It's all part of a feedback system," Provenza said, "that tells the body what's good and what isn't." Goats are not stupid after all. They don't bumble through the world eating what they were born to like. They experience need states, satisfaction, and delight along with aversions to strong a mere hint of something can make them turn away in disgust. Flavor is what nutrition feels like to a goat. If goats had a word for delicious, it would have two meanings. The first would be: I like this. The second would be: This is what my body needs. For goats, they are the same thing.

Look inside for validation. ENFPs enjoy compliments and try very hard to please. This is not a sign of poor self-esteem, but rather a reflection of the fact that ENFPs are social beings who self-evaluate based on the feedback they receive from other people. “If they are praising me I must be on the right track,” ENFPs tell themselves. But no matter how ENFPs interpret their need for approval, it undoubtedly has a subtle—and not entirely positive—effect on their behavior. When ENFPs pay too much attention to the opinions of others, it can prevent them from following their own instincts and leave them open to manipulation. “If being true to myself gets me in hot water, then so be it”—that is what ENFPs should tell themselves when they start worrying too much

BIG BUTS: 5 OBSTACLES TO PROVIDING GREAT SERVICE Key Points: There are five reasons businesses and organizations do not answer every complaint, in every channel, every time. Each of these obstacles must be overcome to hug your haters effectively: There are too many channels. There is too much feedback. You take complaints personally. You fear getting scammed. You don’t have a customer service culture.

How can I think, feel, and behave differently to produce the effect/result that I want? Our mission, then, is to willfully move into the state of consciousness that allows us to connect to universal intelligence, make direct contact with the field of possibilities, and send out a clear signal that we truly expect to change and to see the results that we want—in the form of feedback—produced in our lives.

PULL BEATS PUSH Training managers how to give feedback—how to push more effectively—can be helpful. But if the receiver isn’t willing or able to absorb the feedback, then there’s only so far persistence or even skillful delivery can go. It doesn’t matter how much authority or power a feedback giver has; the receivers are in control of what they do and don’t let in, how they make sense of what they’re hearing, and whether they choose to change. Pushing harder rarely opens the door to genuine learning. The focus should not be on teaching feedback givers to give. The focus—at work and at home—should be on feedback receivers, helping us all to become more skillful learners. The real leverage is creating pull. Creating pull is about mastering the skills required to drive our own learning; it’s about how to recognize and manage our resistance, how to engage in feedback conversations with confidence and curiosity, and even when the feedback seems wrong, how to find insight that might help us grow. It’s also about how to stand up for who we are and how we see the world, and ask for what we need. It’s about how to learn from feedback—yes, even when it is off base, unfair, poorly delivered, and frankly, you’re not in the mood.

This creates a pernicious feedback loop. The policing itself spawns new data, which justifies more policing. And our prisons fill up with hundreds of thousands of people found guilty of victimless crimes. Most of them come from impoverished neighborhoods, and most are black or Hispanic. So even if a model is color blind, the result of it is anything but. In our largely segregated cities, geography is a highly effective proxy for race.

What, in fact, do we know about the peak experience? Well, to begin with, we know one thing that puts us several steps ahead of the most penetrating thinkers of the 19th century: that P.E’.s are not a matter of pure good luck or grace. They don’t come and go as they please, leaving ‘this dim, vast vale of tears vacant and desolate’. Like rainbows, peak experiences are governed by definite laws. They are ‘intentional’. And that statement suddenly gains in significance when we remember Thorndike’s discovery that the effect of positive stimuli is far more powerful and far reaching than that of negative stimuli. His first statement of the law of effect was simply that situations that elicit positive reactions tend to produce continuance of positive reactions, while situations that elicit negative or avoidance reactions tend to produce continuance of these. It was later that he came to realise that positive reactions build-up stronger response patterns than negative ones. In other words, positive responses are more intentional than negative ones. Which is another way of saying that if you want a positive reaction (or a peak experience), your best chance of obtaining it is by putting yourself into an active, purposive frame of mind. The opposite of the peak experience—sudden depression, fatigue, even the ‘panic fear’ that swept William James to the edge of insanity—is the outcome of passivity. This cannot be overemphasised. Depression—or neurosis—need not have a positive cause (childhood traumas, etc.). It is the natural outcome of negative passivity. The peak experience is the outcome of an intentional attitude. ‘Feedback’ from my activities depends upon the degree of deliberately calculated purpose I put into them, not upon some occult law connected with the activity itself. . . . A healthy, perfectly adjusted human being would slide smoothly into gear, perform whatever has to be done with perfect economy of energy, then recover lost energy in a state of serene relaxation. Most human beings are not healthy or well adjusted. Their activity is full of strain and nervous tension, and their relaxation hovers on the edge of anxiety. They fail to put enough effort—enough seriousness—into their activity, and they fail to withdraw enough effort from their relaxation. Moods of serenity descend upon them—if at all—by chance; perhaps after some crisis, or in peaceful surroundings with pleasant associations. Their main trouble is that they have no idea of what can be achieved by a certain kind of mental effort. And this is perhaps the place to point out that although mystical contemplation is as old as religion, it is only in the past two centuries that it has played a major role in European culture. It was the group of writers we call the romantics who discovered that a man contemplating a waterfall or a mountain peak can suddenly feel ‘godlike’, as if the soul had expanded. The world is seen from a ‘bird’s eye view’ instead of a worm’s eye view: there is a sense of power, detachment, serenity. The romantics—Blake, Wordsworth, Byron, Goethe, Schiller—were the first to raise the question of whether there are ‘higher ceilings of human nature’. But, lacking the concepts for analysing the problem, they left it unsolved. And the romantics in general accepted that the ‘godlike moments’ cannot be sustained, and certainly cannot be re-created at will. This produced the climate of despair that has continued down to our own time. (The major writers of the 20th century—Proust, Eliot, Joyce, Musil—are direct descendants of the romantics, as Edmund Wilson pointed out in Axel’s Castle.) Thus it can be seen that Maslow’s importance extends far beyond the field of psychology. William James had asserted that ‘mystical’ experiences are not mystical at all, but are a perfectly normal potential of human consciousness; but there is no mention of such experiences in Principles of Psychology (or only in passing).

Power makes us smarter, more ambitious, more aggressive and more focused. These qualities are sharpened when we win, and they boost our chances of winning in the future. Power changes us in such a way that it opens doors in our brain that help us gain more power. Power, in other words, empowers us to be winners through a positive feedback loop, a virtuous cycle of power-induced brain changes that make us even more of a winner in the future.

It is the sheer weight of the robot that makes us feel we are living in a ‘wooden world’. We can see for example that the moment Ouspensky or Ward returned from the mystical realm of perfect freedom and found themselves ‘back in the body’ they once again found themselves saddled with all their boring old habits and worries and neuroses, all their old sense of identity built up from the reactions of other people, and above all the dreary old heaviness, as if consciousness has turned into a leaden weight. This is the sensation that made the romantics feel that life is a kind of hell — or at the very least, purgatory. Yet we know enough about the robot to know that this feeling is as untrustworthy as the depression induced by a hangover. The trouble with living ‘on the robot’ is that he is a dead weight. He takes over only when our energies are low. So when I do something robotically I get no feedback of sudden delight. This in turn makes me feel that it was not worth doing. ‘Stan’ reacts by failing to send up energy and ‘Ollie’ experiences a sinking feeling. Living becomes even more robotic and the vicious circle effect is reinforced. Beyond a certain point we feel as if we are cut off from reality by a kind of glass wall: suddenly it seems self-evident that there is nothing new under the sun, that all human effort is vanity, that man is a useless passion and that life is a horrible joke devised by some demonic creator. This is the state I have decribed as ‘upside-downness’, the tendency to allow negative emotional judgements to usurp the place of objective rational judgements. Moreover this depressing state masquerades as the ‘voice of experience’, since it seems obvious that you ‘know’ more about an experience when you’ve had it a hundred times. This is the real cause of death in most human beings: they mistake the vicious circle effects of ‘upside-downness’ for the wisdom of age, and give up the struggle.

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Sometimes a person can become stunningly proficient with regard to certain dimensions of spiritual empowerment while under-emphasizing other aspects. In my way of thinking, the ultimate reason to experience liberation is to better serve others. And a sine qua non for effectively serving others is to be a decent person by the ordinary canons of society, or as my father would have put it, a mensch. Freedom should be manifested within clear ethical guidelines and an egalitarian feedback structure.

Among medical specialties, anesthesiologists benefit from good feedback, because the effects of their actions are likely to be quickly evident. In contrast, radiologists obtain little information about the accuracy of the diagnoses they make and about the pathologies they fail to detect. Anesthesiologists are therefore in a better position to develop useful intuitive skills. If an anesthesiologist says, “I have a feeling something is wrong,” everyone in the operating room should be prepared for an emergency.

An interesting question in the research on feedback is how quick it should be. Should you get immediate information about your mistakes or wait some period of time? In general, research has pointed to immediate feedback being superior in settings outside of the laboratory. James A. Kulik and Chen-Lin C. Kulik review the literature on feedback timing and suggest that “Applied studies using actual classroom quizzes and real learning materials have usually found immediate feedback to be more effective than delay.

There are no feedback signals from the present to the past for the past to exploit. Moreover there is nothing in the past to foresee and plan for our particular acts, even if it is true that Mother Nature—gambling on our general needs and predicaments—did, in effect, design us to fend quite well for ourselves. Far from it being the case that we are completely under the control of our ancestors or our evolutionary past, it is rather the case that that heritage has tended to set us up as self-controllers—lucky us.

To acquire principles that work, it’s essential that you embrace reality and deal with it well. Don’t fall into the common trap of wishing that reality worked differently than it does or that your own realities were different. Instead, embrace your realities and deal with them effectively. After all, making the most of your circumstances is what life is all about. This includes being transparent with your thoughts and open-mindedly accepting the feedback of others. Doing so will dramatically increase your learning.

In knowledge work, when you agree to a new commitment, be it a minor task or a large project, it brings with it a certain amount of ongoing administrative overhead: back-and-forth email threads needed to gather information, for example, or meetings scheduled to synchronize with your collaborators. This overhead tax activates as soon as you take on a new responsibility. As your to-do list grows, so does the total amount of overhead tax you’re paying. Because the number of hours in the day is fixed, these administrative chores will take more and more time away from your core work, slowing down the rate at which these objectives are accomplished. At moderate workloads, this effect might be frustrating: a general sense that completing your work is taking longer than it should. As your workload increases, however, the overhead tax you’re paying will eventually pass a tipping point, beyond which logistical efforts will devour so much of your schedule that you cannot complete old tasks fast enough to keep up with the new. This feedback loop can quickly spiral out of control, pushing your workload higher and higher until you find yourself losing your entire day to overhead activities: meeting after meeting conducted against a background hum of unceasing email and chat. Eventually the only solution becomes to push actual work into ad hoc sessions added after hours—in the evenings and early mornings, or over the weekend—in a desperate attempt to avoid a full collapse of all useful output. You’re as busy as you’ve ever been, and yet hardly get anything done.

The phrase “looking-glass self” was first coined by the sociologist Charles Horton Cooley in 1902 and describes this phenomenon, in which we actually define ourselves by our interactions with others. That mirror is magnified a thousand times in our modern world as there are so many points of comparison between ourselves and others. It can lead us off track. As the pioneering cyberpsychologist Mary Aiken, author of The Cyber Effect, puts it, “We spend all of our time investing in trying to understand our ‘self’ from the feedback from others rather than actually knowing who we truly are.

Radical open-mindedness and radical transparency are invaluable for rapid learning and effective change. Learning is the product of a continuous real-time feedback loop in which we make decisions, see their outcomes, and improve our understanding of reality as a result. Being radically open-minded enhances the efficiency of those feedback loops, because it makes what you are doing, and why, so clear to yourself and others that there can’t be any misunderstandings. The more open-minded you are, the less likely you are to deceive yourself—and the more likely it is that others will give you honest feedback.

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and confused if someone does not appreciate their niceness. Others often sense this and avoid giving them feedback not only, effectively blocking the nice person’s emotional growth, but preventing risks from being taken. You never know with a nice person if the relationship would survive a conflict or angry confrontation. This greatly limits the depths of intimacy. And would you really trust a nice person to back you up if confrontation were needed? 3. With nice people you never know where you really stand. The nice person allows others to accidentally oppress him. The “nice” person might be resenting you just for talking to him, because really he is needing to pee. But instead of saying so he stands there nodding and smiling, with legs tightly crossed, pretending to listen. 4. Often people in relationship with nice people turn their irritation toward themselves, because they are puzzled as to how they could be so upset with someone so nice. In intimate relationships this leads to guilt, self-hate and depression. 5. Nice people frequently keep all their anger inside until they find a safe place to dump it. This might be by screaming at a child, blowing up a federal building, or hitting a helpless, dependent mate. (Timothy McVeigh, executed for the Oklahoma City bombing, was described by acquaintances as a very, very nice guy, one who would give you the shirt off his back.) Success in keeping the anger in will often manifest as psychosomatic illnesses, including arthritis, ulcers, back problems, and heart disease. Proper Peachy Parents In my work as a psychotherapist, I have found that those who had peachy keen “Nice Parents” or proper “Rigidly Religious Parents” (as opposed to spiritual parents), are often the most stuck in chronic, lowgrade depression. They have a difficult time accessing or expressing any negative feelings towards their parents. They sometimes say to me “After all my parents did for me, seldom saying a harsh word to me, I would feel terribly guilty complaining. Besides, it would break their hearts.” Psychologist Rollo May suggested that it is less crazy-making to a child to cope with overt withdrawal or harshness than to try to understand the facade of the always-nice parent. When everyone agrees that your parents are so nice and giving, and you still feel dissatisfied, then a child may conclude that there must be something wrong with his or her ability to receive love. -§ Emotionally starving children are easier to control, well fed children don’t need to be. -§ I remember a family of fundamentalists who came to my office to help little Matthew with his anger problem. The parents wanted me to teach little Matthew how to “express his anger nicely.” Now if that is not a formula making someone crazy I do not know what would be. Another woman told me that after her stinking drunk husband tore the house up after a Christmas party, breaking most of the dishes in the kitchen, she meekly told him, “Dear, I think you need a breath mint.” Many families I work with go through great anxiety around the holidays because they are going to be forced to be with each other and are scared of resuming their covert war. They are scared that they might not keep the nice garbage can lid on, and all the rotting resentments and hopeless hurts will be exposed. In the words to the following song, artist David Wilcox explains to his parents why he will not be coming home this Thanksgiving: Covert War by David Wilcox

Discuss top priorities: What are the one, two, or three most critical outcomes for your report and how can you help her tackle these challenges? Calibrate what “great” looks like: Do you have a shared vision of what you’re working toward? Are you in sync about goals or expectations? Share feedback: What feedback can you give that will help your report, and what can your report tell you that will make you more effective as a manager? Reflect on how things are going: Once in a while, it’s useful to zoom out and talk about your report’s general state of mind—how is he feeling on the whole? What’s making him satisfied or dissatisfied? Have any of his goals changed? What has he learned recently and what does he want to learn going forward?

Summary of Rule #4 The core idea of this book is simple: To construct work you love, you must first build career capital by mastering rare and valuable skills, and then cash in this capital for the type of traits that define compelling careers. Mission is one of those traits. In the first chapter of this rule, I reinforced the idea that this trait, like all desirable career traits, really does require career capital—you can’t skip straight into a great mission without first building mastery in your field. Drawing from the terminology of Steven Johnson, I argued that the best ideas for missions are found in the adjacent possible—the region just beyond the current cutting edge. To encounter these ideas, therefore, you must first get to that cutting edge, which in turn requires expertise. To try to devise a mission when you’re new to a field and lacking any career capital is a venture bound for failure. Once you identify a general mission, however, you’re still left with the task of launching specific projects that make it succeed. An effective strategy for accomplishing this task is to try small steps that generate concrete feedback—little bets—and then use this feedback, be it good or bad, to help figure out what to try next. This systematic exploration can help you uncover an exceptional way forward that you might have never otherwise noticed. The little-bets strategy, I discovered as my research into mission continued, is not the only way to make a mission a success. It also helps to adopt the mindset of a marketer. This led to the strategy that I dubbed the law of remarkability. This law says that for a project to transform a mission into a success, it should be remarkable in two ways. First, it must literally compel people to remark about it. Second, it must be launched in a venue conducive to such remarking. In sum, mission is one of the most important traits you can acquire with your career capital. But adding this trait to your working life is not simple. Once you have the capital to identify a good mission, you must still work to make it succeed. By using little bets and the law of remarkability, you greatly increase your chances of finding ways to transform your mission from a compelling idea into a compelling career.

Faculty professional development workshops are often top-down, designed and offered by the college’s administration with little input or feedback from the faculty themselves. Workshops are also isolated from the classroom: they provide participants with an opportunity to learn more about a topic or technique, but when or how the technique can be effectively applied in each participant’s own class remains unclear. 44 Furthermore, workshops are typically unaccompanied by additional structures to help faculty sustain and build on their learning across time. Taken together, the top-down, decontextualized, and short-term nature of many faculty development workshops conspire to create an experience that instructors characterize as “painful,” “boring,” and “insulting.” 45

Play Fair You’re sure to elicit a threat response if you provide feedback the other person views as unfair or inaccurate. But how do you avoid that, given how subjective perceptions of fairness and accuracy are? David Bradford of the Stanford Graduate School of Business suggests “staying on our side of the net”—that is, focusing our feedback on our feelings about the behavior and avoiding references to the other person’s motives. We’re in safe territory on our side of the net; others may not like what we say when we describe how we feel, but they can’t dispute its accuracy. However, when we make guesses about their motives, we cross over to their side of the net, and even minor inaccuracies can provoke a defensive reaction. For example, when giving critical feedback to someone who’s habitually late, it’s tempting to say something like, “You don’t value my time, and it’s very disrespectful of you.” But these are guesses about the other person’s state of mind, not statements of fact. If we’re even slightly off base, the employee will feel misunderstood and be less receptive to the feedback. A more effective way to make the same point is to say, “When you’re late, I feel devalued and disrespected.” It’s a subtle distinction, but by focusing on the specific behavior and our internal response—by staying on our side of the net—we avoid making an inaccurate, disputable guess. Because motives are often unclear, we constantly cross the net in an effort to make sense of others’ behavior. While this is inevitable, it’s good practice to notice when we’re guessing someone’s motives and get back on our side of the net before offering feedback.

Another thing you will notice about the puppeteer and neurosurgeon examples in the literature on free will is that the intervention is always—always—secret. Why should this be? Because it is only when we are unwittingly being caused to act or choose by some other, secret agent that the intuitions flood in to the effect that our will is not free. The reason for this is not far to seek, and harks back to the insight that inaugurated game theory: when an agent knows about the attempted manipulation by another agent, it thereupon seeks countermeasures, and at the very least adjusts its behavior to better cope with this discovery. The competitive interactions between the two agents involve multiple levels of feedback, and hence diminishing control by the would-be manipulator. And if the intervention is not only secretive, but requested by the"puppet,” the tables are turned completely.

no matter how you look at the issue, prevention is a fundamentally preferable and more cost-effective way to promote health and longevity. Most people agree that we invest insufficiently in prevention, but they would also surmise that it is difficult to get young, healthy people to avoid behaviors that increase their risk of future illness. Consider smoking, which causes more preventable deaths than any major risk factor (the other big ones being physical inactivity, poor diet, and alcohol abuse). After prolonged legal battles, public health efforts to discourage smoking have managed to halve the percentage of Americans who smoke since the 1950s.19 Yet 20 percent of Americans still smoke, causing 443,000 premature deaths in 2011 at a direct cost of $96 billion per year. Likewise, most Americans know they should be physically active and eat a healthy diet, yet only 20 percent of Americans meet the government’s recommendations for physical activity, and fewer than 20 percent meet government dietary guidelines.20 There are many, diverse reasons we are bad at persuading, nudging, or otherwise encouraging people to use their bodies more as they evolved to be used (more on this later), but one contributing factor could be that we are still following in the footsteps of the marquis de Condorcet, waiting for the next promised breakthrough. Scared of death and hopeful about science, we spend billions of dollars trying to figure out how to regrow diseased organs, hunting for new drugs, and designing artifical body parts to replace the ones we wear out. I am in no way suggesting that we cease investing in these and other areas. Quite the contrary: let’s spend more! But let’s not do so in a way that promotes the pernicious feedback loop of just treating mismatch diseases rather than preventing them. In practical

One group was told to spend all their time studying, in eight short sessions. A second group received six sessions of studying, interrupted by two tests. Finally, the third group alternated four brief study sessions and four tests. Because all three groups had the same amount of time, testing actually reduced the time available for studying. Yet the results were clear: forty-eight hours later, the students’ memory of the word list was better the more opportunities they had to test themselves. Regularly alternating periods of studying and testing forced them to engage and receive explicit feedback (“I know this word now, but it’s this other one I can never remember . . .”). Such self-awareness, or “meta-memory,” is useful because it allows the learner to focus harder on the difficult items during the subsequent study sessions.21 The effect is clear: the more you test yourself, the better you remember what you have to learn.

There were also many cases of feedback between physics and mathematics, where a physical phenomenon inspired a mathematical model that later proved to be the explanation of an entirely different physical phenomenon. An excellent example is provided by the phenomenon known as Brownian motion. In 1827, British botanist Robert Brown (1773-1858) observed that wen pollen particles are suspended in water, they get into a state of agitated motion. This effect was explained by Einstein in 1905 as resulting from the collisions that the colloidal particles experience with the molecules of the surrounding fluid. Each single collision has a negligible effect, because the pollen grains are millions of times more massive than the water molecules, but the persistent bombardment has a cumulative effect. Amazingly, the same model was found to apply to the motions of stars in star clusters. There the Brownian motion is produced by the cumulative effect of many stars passing by any given star, with each passage altering the motion (through gravitational interaction) by a tiny amount.

Here’s another example. One of the central observations of myopia theory is that drunkenness has its greatest effect in situations of “high conflict”—where there are two sets of considerations, one near and one far, that are in opposition. So, suppose that you are a successful professional comedian. The world thinks you are very funny. You think you are very funny. If you get drunk, you don’t think of yourself as even funnier. There’s no conflict over your hilariousness that alcohol can resolve. But suppose you think you are very funny and the world generally doesn’t. In fact, whenever you try to entertain a group with a funny story, a friend pulls you aside the next morning and gently discourages you from ever doing it again. Under normal circumstances, the thought of that awkward conversation with your friend keeps you in check. But when you’re drunk? The alcohol makes the conflict go away. You no longer think about the future corrective feedback regarding your bad jokes. Now it is possible for you to believe that you are actually funny. When you are drunk, your understanding of your true self changes.

In both cultures, wealth is no longer a means to get by. It becomes directly tied to personal worth. A young suburbanite with every advantage—the prep school education, the exhaustive coaching for college admissions tests, the overseas semester in Paris or Shanghai—still flatters himself that it is his skill, hard work, and prodigious problem-solving abilities that have lifted him into a world of privilege. Money vindicates all doubts. They’re eager to convince us all that Darwinism is at work, when it looks very much to the outside like a combination of gaming a system and dumb luck. In both of these industries, the real world, with all of its messiness, sits apart. The inclination is to replace people with data trails, turning them into more effective shoppers, voters, or workers to optimize some objective. This is easy to do, and to justify, when success comes back as an anonymous score and when the people affected remain every bit as abstract as the numbers dancing across the screen. More and more, I worried about the separation between technical models and real people, and about the moral repercussions of that separation. In fact, I saw the same pattern emerging that I’d witnessed in finance: a false sense of security was leading to widespread use of imperfect models, self-serving definitions of success, and growing feedback loops. Those who objected were regarded as nostalgic Luddites.

Here are four more strategies to help you stack the deck in your favor when seeking a raise or a promotion: ✓ DO YOUR RESEARCH: Understand your market value and, more important, your value to the company. Be prepared to explain, candidly and concretely, what you feel you’re doing that you’re not being compensated for. Have confidence in your own worth. ✓ ASK TO BE PAID FOR THE JOB YOU’RE ACTUALLY DOING: If your responsibilities have increased but you haven’t been recognized since, say, you’ve taken over for the manager who left several months earlier, approach your new boss and say, “I’ve been effectively doing this person’s job since she departed and I’d like to formally assume her position.” Have a conversation. Express that you feel confident you can grow in this role and create value for the organization. ✓ PROVE YOUR WORTH: To earn an increase in salary, you need to be increasing your responsibilities and performing at a higher level than when you were hired. ✓ DON’T NEGOTIATE IF YOUR BOSS SAYS NO: Typically no means no when it comes to this type of discussion. If your boss says no, you have two choices: you either accept the rationale, think about it, and grow based on the feedback, or you leave. This is a good time to be reflective. Ask why you haven’t earned the increase. You may not walk away with a new title or more money, but hopefully you’ll learn something that will help you correct your course moving forward.

To Greg, who had suffered from bouts of depression throughout his life, this seemed like a terrible approach. In seeking treatment for his depression, he—along with millions of others around the world—had found that cognitive behavioral therapy (CBT) was the most effective solution. CBT teaches you to notice when you are engaging in various “cognitive distortions,” such as “catastrophizing” (If I fail this quiz, I’ll fail the class and be kicked out of school, and then I’ll never get a job . . .) and “negative filtering” (only paying attention to negative feedback instead of noticing praise as well). These distorted and irrational thought patterns are hallmarks of depression and anxiety disorders. We are not saying that students are never in real physical danger, or that their claims about injustice are usually cognitive distortions. We are saying that even when students are reacting to real problems, they are more likely than previous generations to engage in thought patterns that make those problems seem more threatening, which makes them harder to solve. An important discovery by early CBT researchers was that if people learn to stop thinking this way, their depression and anxiety usually subside. For this reason, Greg was troubled when he noticed that some students’ reactions to speech on college campuses exhibited exactly the same distortions that he had learned to rebut in his own therapy. Where had students learned these bad mental habits? Wouldn’t these cognitive distortions make students more anxious and depressed?

One winter day in 1993, Bob, Giselle, and Dan proposed taking me out to dinner with the stated purpose of “giving Ray feedback about how he affects people and company morale.” They sent me a memo first, the gist of which was that my way of operating was having a negative effect on everyone in the company. Here’s how they put it: What does Ray do well? He is very bright and innovative. He understands markets and money management. He is intense and energetic. He has very high standards and passes these to others around him. He has good intentions about teamwork, building group ownership, providing flexible work conditions to employees, and compensating people well. What Ray doesn’t do as well: Ray sometimes says or does things to employees which makes them feel incompetent, unnecessary, humiliated, overwhelmed, belittled, oppressed, or otherwise bad. The odds of this happening rise when Ray is under stress. At these times, his words and actions toward others create animosity toward him and leave a lasting impression. The impact of this is that people are demotivated rather than motivated. This reduces productivity and the quality of the environment. The effect reaches far beyond the single employee. The smallness of the company and the openness of communication means that everyone is affected when one person is demotivated, treated badly, not given due respect. The future success of the company is highly dependent on Ray’s ability to manage people as well as money. If he doesn’t manage people well, growth will be stunted and we will all be affected.

Skills Unlocked: How to Build Heroic Character Strengths If you want to make a change for the better or achieve a tough goal, don’t worry about motivation. Instead, focus on increasing your self-efficacy: confidence in your ability to solve your own problems and achieve your goals. The fastest and most reliable way to increase your self-efficacy is to learn how to play a new game. Any kind of game will do, because all games require you to learn new skills and tackle tough goals. The level of dopamine in your brain influences your ability to build self-efficacy. The more you have, the more determined you feel, and the less likely you are to give up. You’ll learn faster, too—because high dopamine levels improve your attention and help you process feedback more effectively. Keep in mind that video games have been shown to boost dopamine levels as much as intravenous amphetamines. Whenever you want to boost your dopamine levels, play a game—or make a prediction. Predictions prime your brain to pay closer attention and to anticipate a reward. (Playing “worst-case scenario bingo” is an excellent way to combine these two techniques!) You can also build self-efficacy vicariously by watching an avatar that looks like you accomplish feats in a virtual world. Whenever possible, customize video game avatars to look like you. Every time your avatar does something awesome, you’ll get a vicarious boost to your willpower and determination. Remember, self-efficacy doesn’t just help you. It can inspire you to help others. The more powerful you feel, the more likely you are to rise to the heroic occasion. So the next time you feel superpowerful, take a moment to ask yourself how you can use your powers for good.

For Dylan, this electric assault threatened to suck the air out of everything else, only there was too much radio oxygen to suck. “Like a Rolling Stone” was the giant, all-consuming anthem of the new “generation gap” disguised as a dandy’s riddle, a dealer’s come-on. As a two-sided single, it dwarfed all comers, disarmed and rejuvenated listeners at each hearing, and created vast new imaginative spaces for groups to explore both sonically and conceptually. It came out just after Dylan’s final acoustic tour of Britain, where his lyrical profusion made him a bard, whose tabloid accolade took the form of political epithet: “anarchist.” As caught on film by D. A. Pennebaker’s documentary Don’t Look Back, the young folkie had already graduated to rock star in everything but instrumentation. “Satisfaction” held Dylan back at number two during its four-week July hold on Billboard’s summit, giving way to Herman’s Hermits’ “I’m Henry the Eighth, I Am” and Sonny and Cher’s “I Got You Babe” come August, novelty capstones to Dylan’s unending riddle. (In Britain, Dylan stalled at number four.) The ratio of classics to typical pop schlock, like Freddie and the Dreamers’ “I’m Telling You Now” or Tom Jones’s “It’s Not Unusual,” suddenly got inverted. For cosmic perspective, yesterday’s fireball, Elvis Presley, sang “Do the Clam.” Most critics have noted the Dylan influence on Lennon’s narratives. Less space gets devoted to Lennon’s effect on Dylan, which was overt: think of how Dylan rewires Chuck Berry (“Subterranean Homesick Blues”) or revels in inanity (“Rainy Day Women #12 & 35”). Even more telling, Lennon’s keening vocal harmonies in “Nowhere Man,” “And Your Bird Can Sing,” and “Dr. Robert” owed as much to the Byrds and the Beach Boys, high-production turf Dylan simply abjured. Lennon also had more stylistic stretch, both in his Beatle context and within his own sensibility, as in the pagan balalaikas in “Girl” or the deliberate amplifier feedback tripping “I Feel Fine.” Where Dylan skewed R&B to suit his psychological bent, Lennon pursued radical feats of integration wearing a hipster’s arty façade, the moptop teaching the quiet con. Building up toward Rubber Soul throughout 1965, Beatle gravity exerted subtle yet inexorable force in all directions.

But if the same man is in a quiet corner of a bar, drinking alone, he will get more depressed. Now there’s nothing to distract him. Drinking puts you at the mercy of your environment. It crowds out everything except the most immediate experiences.2 Here’s another example. One of the central observations of myopia theory is that drunkenness has its greatest effect in situations of “high conflict”—where there are two sets of considerations, one near and one far, that are in opposition. So, suppose that you are a successful professional comedian. The world thinks you are very funny. You think you are very funny. If you get drunk, you don’t think of yourself as even funnier. There’s no conflict over your hilariousness that alcohol can resolve. But suppose you think you are very funny and the world generally doesn’t. In fact, whenever you try to entertain a group with a funny story, a friend pulls you aside the next morning and gently discourages you from ever doing it again. Under normal circumstances, the thought of that awkward conversation with your friend keeps you in check. But when you’re drunk? The alcohol makes the conflict go away. You no longer think about the future corrective feedback regarding your bad jokes. Now it is possible for you to believe that you are actually funny. When you are drunk, your understanding of your true self changes. This is the crucial implication of drunkenness as myopia. The old disinhibition idea implied that what was revealed when someone got drunk was a kind of stripped-down, distilled version of their sober self—without any of the muddying effects of social nicety and propriety. You got the real you. As the ancient saying goes, In vino veritas: “In wine there is truth.” But that’s backward. The kinds of conflicts that normally keep our impulses in check are a crucial part of how we form our character. All of us construct our personality by managing the conflict between immediate, near considerations and more complicated, longer-term considerations. That is what it means to be ethical or productive or responsible. The good parent is someone who is willing to temper their own immediate selfish needs (to be left alone, to be allowed to sleep) with longer-term goals (to raise a good child). When alcohol peels away those longer-term constraints on our behavior, it obliterates our true self. So who were the Camba, in reality? Heath says their society was marked by a singular lack of “communal expression.” They were itinerant farmworkers. Kinship ties were weak. Their daily labor tended to be solitary, the hours long.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

For the feedback to be effective, it must be received very soon after the activity it is measuring occurs. Accordingly, an MBO system should set objectives for a relatively short period. For example, if we plan on a yearly basis, the corresponding MBO system’s time frame should be at least as often as quarterly or perhaps even monthly.

Peptides operate on multiple scales: they have feedback effects on the cells of origin that modulate activity patterning, and local effects on neighboring cells to coordinate the behavior of a population; and the hormone-like release of peptides from cell populations can have organizational effects on distant targets. It's a mode of communication quite different from neurotransmitter release. Oxytocin, as we have seen, by its priming actions, can affect how oxytocin cells communicate with each other. How common such priming actions are we don't know. But all peptides can affect gene expression and can alter the behavior of neurons by changing what receptors they express and what they secrete. These actions of peptides together underlie what we might see as a reprogramming of communication in the brain.

But however desirable an evolutionary framework for a history of knowledge may be, the important questions is whether it is actually possible to recognize an evolutionary logic in the historical records - without imposing it by an exaggerated analogy with biology and without ascending to a level of abstraction where all cats become gray. I believe that the historical findings examined in the preceding chapters point in such a direction, in particular the long-term, cumulative aspects of knowledge development, its dependence on contingent societal contexts, and the profound transformations of the architecture of knowledge. Examples are the emergence of new systems of knowledge from a reorganization of preceding systems; the sedimentation and plateau-building processes of knowledge economies; the transformation of contingent circumstances and challenges into internal conditions for the further development of knowledge systems, accounting for the path dependency and layered structure of this development; and the feedback mechanisms that may arise between knowledge economies and knowledge systems, giving rise to the emergence of new epistemic communities. Just like the evolution of life, knowledge development has direction but us not globally uniform. It is neither deterministic nor teleological. Chance events may have long-term effects by becoming incorporated into the developmental process. Knowledge development is self-referential insofar as it contributes to shaping its own environment by processes of sedimentation and plateau formation corresponding to niche construction in biology. It is also a layered process, in the sense that later forms of knowledge do not necessarily replace earlier ones. External representations shape the long-term transmission of knowledge, ensuring its continuity, while their exploration under different circumstances opens up possibilities for variation and change.

SELF-AWARENESS STRATEGIES 1.​Quit Treating Your Feelings as Good or Bad 2.​Observe the Ripple Effect from Your Emotions 3.​Lean into Your Discomfort 4.​Feel Your Emotions Physically 5.​Know Who and What Pushes Your Buttons 6.​Watch Yourself Like a Hawk . . . 7.​Keep a Journal about Your Emotions 8.​Don’t Be Fooled by a Bad Mood 9.​Don’t Be Fooled by a Good Mood, Either 10.​Stop and Ask Yourself Why You Do the Things You Do 11.​Visit Your Values 12.​Check Yourself 13.​Spot Your Emotions in Books, Movies, and Music 14.​Seek Feedback 15.​Get to Know Yourself under Stress

drop. Temperatures fall, which leads more ice to build up, and so on. After a while, the orbital cycle enters a new phase, and the feedback loop begins to run in reverse. The ice starts to melt, global CO2 levels rise, and the ice melts back farther. During the Pleistocene, this freeze-thaw pattern was repeated some twenty times, with world-altering effects. So great was the amount of water tied up in ice during each glacial episode that sea levels dropped by some three hundred feet, and the sheer weight of the sheets was enough to depress the crust of the earth, pushing it down into the mantle. (In places like northern Britain

I think the people who make that argument tend to confuse “affective empathy” with the cognitive variety I'm advocating. Affective empathy implies sharing, almost physically, the feelings of other people. It makes it harder to share direct feedback (you don't want to hurt people's feelings) and make tough calls (you want to make everybody feel good about a decision). Cognitive empathy, on the other hand, helps you understand how other people feel and think, and as a result helps you adapt your decisions and behavior accordingly; it thus enables better-informed decision-making. As a leader, you should still act in the best interest of your business, but by understanding how your decisions affect other people, both positively and negatively, you're better able to act with clarity and decisiveness, with fewer negative side effects.

The simple, undeniable fact is that life is better when it’s warmer. Yet the fear is that today’s warming will simply keep feeding back, turning the earth into a hellhole. The problem is, there are natural limits to that feedback, and there is no actual proof CO2 is the primary catalyst. Yet not a single doomsayer will point this out or give the time of day to Dr. William Happer or Dr. Roy Spencer or Dr. Willie Soon or the many other science giants who question CO2’s effects.

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

To encounter these ideas, therefore, you must first get to that cutting edge, which in turn requires expertise. To try to devise a mission when you’re new to a field and lacking any career capital is a venture bound for failure. Once you identify a general mission, however, you’re still left with the task of launching specific projects that make it succeed. An effective strategy for accomplishing this task is to try small steps that generate concrete feedback—little bets—and then use this feedback, be it good or bad, to help figure out what to try next. This systematic exploration can help you uncover an exceptional way forward that you might have never otherwise noticed.

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Climate researchers have simply disregarded the effect that natural cloud variations in the climate system have on their interpretation of feedbacks.

When an event and the broadcasting of that event in real time are too close together, the event is rendered undecidable and virtual; it is stripped of its historical dimension and removed from memory. We are in a generalized feedback effect. Wherever a mingling of this kind - a collision of poles - occurs, then the vital tension is discharged. Even in 'reality TV' where, in the live telling of the story, the immediate televisual acting, we see the confusion of existence and its double. There is no separation any longer, no emptiness, no absence: you enter the screen and the visual image unimpeded. You enter life itself as though walking on to a screen. You slip on your own life like a data suit.

Apple imagined and executed definite multi-year plans to create new products and distribute them effectively. Forget “minimum viable products”—ever since he started Apple in 1976, Jobs saw that you can change the world through careful planning, not by listening to focus group feedback or copying others’ successes.

To understand how you are percieved by others, ask: 1. What’s the general perception of me? 2. What could I do differently that would have the greatest impact on my success? Depending on the person, you’ll hear responses ranging from eye-opening and helpful to vague and confusing. If the person is uncomfortable, they may rely on job- or project-specific feedback. In that case, clarify: I appreciate that feedback. May I go up a level now and ask about the general perception of me as a leader/colleague/person? Manage your reaction. Resist the temptation to explain yourself, defend your actions, or reveal disappointment. Your interviewees will be looking to see what effect their feedback has on you in real time. The quality of your feedback will only be as good as your ability to remain comfortable while receiving it. Ask for details or examples if you need them. And end with a sincere thank-you.

The most effective way of dealing with policy resistance is to find a way of aligning the various goals of the subsystems, usually by providing an overarching goal that allows all actors to break out of their bounded rationality. If everyone can work harmoniously toward the same outcome (if all feedback loops are serving the same goal), the results can be amazing. The most familiar examples of this harmonization of goals are mobilizations of economies during wartime, or recovery after war or natural disaster. Another example was Sweden’s population policy. During the 1930s, Sweden’s birth rate dropped precipitously, and, like the governments of Romania and Hungary, the Swedish government worried about that. Unlike Romania and Hungary, the Swedish government assessed its goals and those of the population and decided that there was a basis of agreement, not on the size of the family, but on the quality of child care. Every child should be wanted and nurtured. No child should be in material need. Every child should have access to excellent education and health care. These were goals around which the government and the people could align themselves. The resulting policy looked strange during a time of low birth rate, because it included free contraceptives and abortion—because of the principle that every child should be wanted. The policy also included widespread sex education, easier divorce laws, free obstetrical care, support for families in need, and greatly increased investment in education and health care.4 Since then, the Swedish birth rate has gone up and down several times without causing panic in either direction, because the nation is focused on a far more important goal than the number of Swedes.

Moving towards such self-belief does not mean you cut yourself off from others and their opinions of your actions. You must take constant measure of how people receive your work, and use to maximum effect their feedback (see chapter 7). But this process must begin from a position of inner strength. If you are dependent on their judgments for your sense of worth, then your ego will always be weak and fragile. You will have no center or sense of balance. You will wilt under criticisms and soar too high with any praise. Their opinions are merely helping you shape your work, not your self-image. If you make mistakes, if the public judges you negatively, you have an unshakable inner core that can accept such judgments, but you remain convinced of your own worth.

A 360 written report is a good mechanism for annual feedback. But avoid anonymity and numeric ratings, don’t link results to raises or promotions, and open up comments to anyone who is ready to give them. Live 360 dinners are another effective process. Set aside several hours away from the office. Give clear instructions, follow the 4A feedback guidelines, and use the Start, Stop, Continue method with roughly 25 percent positive, 75 percent developmental—all actionable and no fluff.

When we learn about threats as children, and they are accompanied by strong emotions such as fear, they can remain embedded in the neural circuits of the hippocampus for life. Neuroscientists call these “deep emotional learnings.” Like the old posters, they may have no use in the present. They may even be triggering us to react to threats that are entirely imaginary. Yet once learned, and reinforced by conditioned behavior, they are hard to change. Like the dusty posters in the pubs, they may hang around long after they’ve outlived their usefulness. When the hippocampus isn’t sure what to make of a piece of information, it refers it to the brain’s prefrontal cortex (PFC). That’s the brain’s executive center, the seat of discrimination and knowledge. It takes incoming information from the hippocampus and determines whether the apparent threat is real. For instance, you hear a loud bang and are immediately alarmed. “Gunfire?” wonders the hippocampus. “No,” the PFC tells it. “That was a car backfiring.” The reassured hippocampus then does not pass the alarm to the amygdala. Or perhaps the PFC says, “That group of young men hanging out in the parking lot looks suspicious,” and the hippocampus then signals the amygdala, which puts the body on Code Red. Using that path from the emotional center of the brain to the executive center is crucial to regulating our emotions. Because it involves a feedback loop with information going first to the PFC and then back to the hippocampus from the PFC, it’s called the long path: hippocampus > PFC > hippocampus > amygdala > FFF. The long path is the default for people with effective emotional self-regulation. 3.8. The long path. 3.9. The short path. In people with poor emotional self-regulation, such as patients with PTSD, this circuit is impaired. They startle easily and overreact to innocuous stimuli. The hippocampus cuts out the PFC. Instead of referring incoming threats to the wise discrimination of the primate brain, where the bang can be categorized as “car backfiring,” the hippocampus treats even mild stimuli as though they are life-threatening disasters and activates the amygdala. This short-circuit of the long path creates a short path: hippocampus > amygdala > FFF. The short circuit improves reaction speed, but at the expense of accuracy.

Speed of consequence beats strength of consequence pretty much every time. Give feedback right away, even if it’s imperfect. Remember that a simple and small change, implemented right away, can be more effective than a complex rewiring of a skill.

it may be difficult to get a Blue to respond to feedback, he has no problem criticizing others. Remember, he sees all the mistakes everyone else makes and he will likely point out your mistakes when you least expect it.

Teaching academic writing to Bachelor of Science in Nursing (BSN) students is crucial early in their academic journey and should continue throughout their program. Here's a breakdown: Foundation Level (First Year): Introducing basic academic writing skills at the onset helps students develop a strong foundation. This includes understanding essay structure, proper citation methods (APA, MLA), and critical reading and writing skills NURS FPX 4010 Assessment 2. Core Nursing Courses: As students progress into core nursing courses, integrating academic writing into these subjects is beneficial. Assignments related to evidence-based practice, research papers, case studies, and reflective writing can aid in linking theoretical knowledge to practical application through writing.NURS FPX 4010 Assessment 3 Clinical Practice Integration: Incorporating writing assignments that reflect on clinical experiences or patient interactions helps students articulate their observations, reflections, and professional development, enhancing their communication skills.online class help services Advanced Nursing Courses: In advanced years, focus on more complex academic writing, such as scholarly articles, thesis or capstone projects, and literature reviews. This phase aligns with deeper research and specialization within nursing fields. Continuous Improvement: Encourage ongoing improvement by providing resources, workshops, and feedback on writing. Additionally, revisiting and reinforcing academic writing skills periodically ensures students maintain and enhance these crucial abilities.nursfpx.com By introducing and reinforcing academic writing skills across various stages of the BSN program, students develop proficiency in communicating their ideas effectively, a skill essential for their future practice, research endeavors, and professional growth.

Because it requires detailed feedback, it would be risky if you were just to present it in a conversation. You need to have everything written down. Blues have a certain degree of distrust when it comes to people talking too much;

longer think about the future corrective feedback regarding your bad jokes. Now it is possible for you to believe that you are actually funny. When you are drunk, your understanding of your true self changes. This is the crucial implication of drunkenness as myopia. The old disinhibition idea implied that what was revealed when someone got drunk was a kind of stripped-down, distilled version of their sober self—without any of the muddying effects of social nicety and propriety. You got the real you. As the ancient saying goes, In vino veritas: “In wine there is truth.

Everyone needs someone close to them who gives them motivation and appreciation. It’s like fuel. Even avoidants need some emotional feedback… someone who shows they appreciate their efforts. Everyone needs to know they are loved. According to Abraham Maslow, a psychologist, we need the esteem of others. It is one of our higher psychological needs.

The journaling helps because your brain stores trauma, unfinished actions, and powerful memories in areas that can trigger strong emotions and subconscious stress responses. Often these unresolved events can trigger anxiety for no apparent reason. When you convert your feelings into words, it prompts a neurologic change. MRI scans have proven that the act of speaking or writing about feelings that are top of mind can move stored experiences away from the emotional reptilian parts of the brain, where they continually recirculate up to the rational parts of the brain, where they begin to dissipate. This effect can be invoked any time you convert ideas into words, regardless of whether you are speaking, writing, or typing and regardless of any feedback you receive.

One of my mastermind members, Travis Killian, once told me about how he gets products to stand out in a busy, loud marketplace. His answer was simple: “We listen to people. We execute so many split tests, it’s insane. We’ll mock up the product and ask people, Which do you like better? This one or this other one from our competitor? We do that for all the top competitors in the market, all the ones we think have the best products in the niche.” Split testing requires nothing more than asking people which one of two things they like better. That’s it. Show someone two items, and ask for his or her preference. It’s one of those rare things that happens to be simple, easy, and effective. “I remember one time, when we were just starting out,” Travis told me, “we paid one of our friends to go to the mall in Austin, show pictures of our products versus our competitor’s products, and collect survey answers on which one they preferred.” If it sounds like a ton of time and money to pay someone to do inperson surveys and split testing, Travis says that’s not even essential. “When we started out, that’s what we did. Now, we use services online to run constant split tests of our products against our competitors’ products. The most important thing is to get the feedback on why survey respondents have a preference. Why do they like the other guy’s product over mine? That’s the data we really want to collect. We spend our time analyzing that data and applying it to the products—deciding first if the feedback is something we can, and want, to address, and then making changes from there.

Network effects are a positive feedback loop: as more retailers attract a larger number of customers, additional retailers are drawn in. Network effects can cause markets to reach a tipping point: to spring from very low adoption to universal acceptance in no time at all. And the reverse is true as well. As fewer people use cash, the number of establishments that can make change drops and fewer stores are willing to accept cash. This situation gives customers an incentive to move to mobile payments.

Critics of capitalism often decry the “greed” that animates successful entrepreneurs. The real problem, however, is not the amount of money made by people at the top; it is the systematic suppression of people at the bottom. The real-life equivalent of the Monopoly player who has to mortgage all his money-making assets to pay his debts is the hand-to-mouth day laborer who, unable to pay his car insurance, loses his car and, unable to drive to his job, is unable to pay his rent. The villain here is not necessarily the avarice of the banker who loaned this poor fellow his money in the first place. It is the unstable dynamic of a system that mercilessly drives some people down to the bottom through a succession of cascading misfortunes. To experience the board game version of this kind of misery vortex in Monopoly is to appreciate the advantages of the welfare state, which, when it is functioning properly, does not just take money from rich people and give it to poor people. It also softens the iterative feedback dynamics within the system so as to ensure that minor nudges—a lost job, a criminal conviction, a divorce, a medical setback—do not create feedback effects that ultimately produce a full-blown personal catastrophe. Job training, public health care, a humane justice system, community housing and support for single mothers are examples of programs that can achieve that effect.