Evaluation Review Quotes

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Intrinsic to the concept of a translator's fidelity to the effect and impact of the original is making the second version of the work as close to the first writer's intention as possible. A good translator's devotion to that goal is unwavering. But what never should be forgotten or overlooked is the obvious fact that what we read in a translation is the translator's writing. The inspiration is the original work, certainly, and thoughtful literary translators approach that work with great deference and respect, but the execution of the book in another language is the task of the translator, and that work should be judged and evaluated on its own terms. Still, most reviewers do not acknowledge the fact of translation except in the most perfunctory way, and a significant majority seem incapable of shedding light on the value of the translation or on how it reflects or illuminates the original.
Edith Grossman (Why Translation Matters)
Review is essential to evaluation, which is essential to progress.
Melissa Steginus (Self Care at Work: How to Reduce Stress, Boost Productivity, and Do More of What Matters)
And there is one thing that I really, really like to have company for. Watching TV. I'm not particularly needy in relationships, I actually demand a fair amount of space. But I really like to be in bed with another human being and watch TV. That's as intimate and reassuring and tender as it gets for me. I find dating exhausting and uninteresting, and I really would like to skip over the hours of conversation that you need just to get up to speed on each other's lives, and the stories I've told a million times. I just want to get to the watching TV in bed. If you're on a date with me, you can be certain that this is what I'm evaluating you for—how good is it going to be, cuddling with you in bed and watching Damages I'm also looking to see if you have clean teeth. For me, anything less than very clean teeth is fucking disgusting. Here's what I would like to do: I would like to get into bed with a DVD of Damages and have a line of men cue up at my door. I would station a dental hygienist at the front of the line who would examine the men's teeth. Upon passing inspection, she(I've never met a male hygienist, and neither have you) would send them back to my bedroom, one at time, in intervals of ten minutes, during which I would cuddle with the man and watch Damages. Leaving nothing to chance, using some sort of medical telemetry, I would have a clinician take basic readings of my heart rate and brain waves, and create a comparison chart to illustrate which candidate was the most soothing presence for me. After reviewing all the data from what will now be known in diagnostic manuals throughout the world as the Silverman-Damages-Nuzzle-Test, I will make my selection.
Sarah Silverman
I think that there have been displays of an impoverished reading of the book. I get the distinct feeling at times that certain critics have not risen above a 10th grade level of reading and that they approached the book with expectations of preconceived notions that then drive a very boneheaded reading. In other words they don't allow the book's rules to establish themselves before applying their own aesthetic criteria to it which I think is a mistake. I think a careful and adult reader allows the book to establish its world and then evaluates it on how well it does so. I also think a smart critic does not drag behind him or her like a dead horse whatever presuppositions the first book might have indicated where the second book might be about or what kind of freedom the writer might be exploring as a writer. All of those things I find unfortunate when I read a review that seems misbegotten. But I'm not sure that this is not a new phenomenon and it would be a Sisyphean task to argue against a misreading because those misreadings are an inherent part of the critical apparatus.
Joshua Ferris
A systematic review and meta-analysis published in the Journal of the American Medical Association looked at all the best randomized clinical trials evaluating the effects of omega-3 fats on life span, cardiac death, sudden death, heart attack, and stroke. These included studies not only on fish oil supplements but also studies on the effects of advising people to eat more oily fish. What did they find? Overall, the researchers found no protective benefit for overall mortality, heart disease mortality, sudden cardiac death, heart attack, or stroke.12
Michael Greger (How Not to Die: Discover the Foods Scientifically Proven to Prevent and Reverse Disease)
? Reviews are for readers AND authors. It’s a good way of learning from what people think about the work. Being it good or bad. A book might as well be hurt by a bad, poorly written review. That’s such a pity. Some people don’t know how to express themselves, and maybe that’s why they are just readers and not writers, others read a book like chewing a cupcake. That’s too bad. If that was not your cup of tea, leave it there, untouched. Don’t go bash the author for that. But if you really hate the book, why bother telling others. It’s your problem after all. You can give constructive opinions but don’t blame the author for your different tastes and views. Also authors shouldn’t comment on reviews, it sounds unprofessional, even silly. Some busy writers don’t even have time to read what other people say about their work. If someone enjoyed your book, or not, that is irrelevant. If you will continue or not to write something else it doesn´t add to the plate.. Besides, why bother commenting on a review, just read it and shut up. Being it good or bad. So my opinions about authors commenting on reviews is just my opinions after all!
Ana Claudia Antunes
There’s nothing wrong with the analytical mind, of course. It has served us well for our entire waking, conscious lives. It’s what makes us human. Its job is to create meaning and coherence between our outer worlds (the combined experiences of people and things at different times and places) and our inner worlds (our thoughts and feelings). The analytical mind works best when we’re calm, relaxed, and focused. This is when it’s working for us. It simultaneously reviews many aspects of our lives and provides us with meaningful answers. It helps us choose from myriad options in order to make decisions, learn new things, scrutinize whether to believe in something, judge social situations based on our ethics, get clear on our purpose in life, discern morality with conviction, and evaluate important sensory data.
Joe Dispenza
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Peter Straub:- https://sites.google.com/view/thereviewsengine/quit-9-to-5-academy-review
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Harry Potter
From a nitty-gritty, practical standpoint, here is the drill that can get you there:   Loose Papers Pull out all miscellaneous scraps of paper, business cards, receipts, and so on that have crept into the crevices of your desk, clothing, and accessories. Put it all into your in-basket for processing.   Process Your Notes Review any journal entries, meeting notes, or miscellaneous notes scribbled on notebook paper. List action items, projects, waiting-fors, calendar events, and someday/ maybes, as appropriate. File any reference notes and materials. Stage your “Read/Review” material. Be ruthless with yourself, processing all notes and thoughts relative to interactions, projects, new initiatives, and input that have come your way since your last download, and purging those not needed.   Previous Calendar Data Review past calendar dates in detail for remaining action items, reference information, and so on, and transfer that data into the active system. Be able to archive your last week’s calendar with nothing left uncaptured.   Upcoming Calendar Look at future calendar events (long- and short-term). Capture actions about arrangements and preparations for any upcoming events.   Empty Your Head Put in writing (in appropriate categories) any new projects, action items, waiting-fors, someday/maybes, and so forth that you haven’t yet captured.   Review “Projects” (and Larger Outcome) Lists Evaluate the status of projects, goals, and outcomes one by one, ensuring that at least one current kick-start action for each is in your system.   Review “Next Actions” Lists Mark off completed actions. Review for reminders of further action steps to capture.   Review “Waiting For” List Record appropriate actions for any needed follow-up. Check off received items.   Review Any Relevant Checklists Is there anything you haven’t done that you need to do?   Review “Someday/Maybe” List Check for any projects that may have become active and transfer them to “Projects.” Delete items no longer of interest.   Review “Pending” and Support Files Browse through all work-in-progress support material to trigger new actions, completions, and waiting-fors.   Be Creative and Courageous Are there any new, wonderful, hare-brained, creative, thought-provoking, risk-taking ideas you can add to your system?
David Allen (Getting Things Done: The Art of Stress-Free Productivity)
Congress also saw how Ronan and his contemporaries stretched the truth in order to obtain federal funding for their rail projects. In 1989, a US Department of Transportation researcher, Don Pickrell, meticulously compared project sponsors’ initial forecasts with the actual costs and benefits of projects after they were completed. Pickrell found that transit agencies grossly overestimated the number of passengers their proposed rail lines would carry. In fact, nearly all recently built projects were carrying less than half the number of forecasted riders. Likewise, nearly all the projects cost more than expected. Because of this, the 1991 federal transportation law that authorized about $800 million per year for large transit projects mandated a rigorous review process to evaluate the cost effectiveness of proposed projects.16
Philip Mark Plotch (Last Subway: The Long Wait for the Next Train in New York City)
BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?
Eric Schmidt (Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell)
Now that we’d improved our competitive position, we went on the offensive. In my weekly staff meeting, I inserted an agenda item titled “What Are We Not Doing?” Ordinarily in a staff meeting, you spend lots of time reviewing, evaluating, and improving all of the things that you do: build products, sell products, support customers, hire employees, and the like. Sometimes, however, the things you’re not doing are the things you should actually be focused on.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
Even the most basic CEO building blocks will feel unnatural at first. If your buddy tells you a funny story, it would feel quite weird to evaluate her performance. It would be totally unnatural to say, “Gee, I thought that story really sucked. It had potential, but you were underwhelming on the buildup and then you totally flubbed the punch line. I suggest that you go back, rework it, and present it to me again tomorrow.” Doing so would be quite bizarre, but evaluating people’s performances and constantly giving feedback is precisely what a CEO must do. If she doesn’t, the more complex motions such as writing reviews, taking away territory, handling politics, setting compensation, and firing people will be either impossible or handled rather poorly.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
the Handbook of Economics series (which has volumes on agriculture, development, education, labor, and many other sectors), the Annual Review of Economics, and the Journal of Economic Perspectives are all good sources for reviews
Rachel Glennerster (Running Randomized Evaluations: A Practical Guide)
You would likely find it easier to eat meals from a backyard in case you are like most persons. Humans that quest animals must realize that creatures feast upon fruit and veggies for a reliable method of getting nutrients, which then provide electricity. One of the ways, vitality or another is manufactured out of Sunlight.Examining a buyer weight loss product evaluation can help you discover the Best Weight Loss Product for the situation. Nevertheless when studying a review you must contemplate many elements for example its standing and consistency.First establish exactly what the dilemma is before finding the solution.
Bone + Oak Forskolin *https://awaretalks.com/bone-oak-forskolin/*
This life review might more properly be called a life exploration, as it was an exercise in discovery more than evaluation.
Natalie Sudman (Application of Impossible Things - My Near Death Experience in Iraq)
What Is Linguistic Style? Everything that is said must be said in a certain way—in a certain tone of voice, at a certain rate of speed, and with a certain degree of loudness. Whereas often we consciously consider what to say before speaking, we rarely think about how to say it, unless the situation is obviously loaded—for example, a job interview or a tricky performance review. Linguistic style refers to a person’s characteristic speaking pattern. It includes such features as directness or indirectness, pacing and pausing, word choice, and the use of such elements as jokes, figures of speech, stories, questions, and apologies. In other words, linguistic style is a set of culturally learned signals by which we not only communicate what we mean but also interpret others’ meaning and evaluate one another as people.
Harvard Business School Press (HBR's 10 Must Reads on Communication (with featured article "The Necessary Art of Persuasion," by Jay A. Conger))
The main challenges for a reviewer in peer reviewing: - Knowing the field to which a certain manuscript belongs very well. - Having experience in reviewing manuscripts. - Having abilities to make reviewer’s remarks clear. - Having enough time to evaluate the manuscript in depth. - Obeying the editorial deadline for doing a review. - Having a strong interest in scholarly journals. - Being fluent in English.
Eraldo Banovac
Leadership that is not well-grounded in followership—following Jesus—is dangerous to both the church and the world.41
Robert Banks (Reviewing Leadership (Engaging Culture): A Christian Evaluation of Current Approaches)
5 WORDS ON A WHITEBOARD HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW. BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?
Eric Schmidt (Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell)
Every person gauges his or her own personality. Self-evaluation includes reviewing a person’s conception of a self from a wide variety of viewpoints including if said person is an insider or an outsider, religious or nonreligious, partisan or nonpartisan, and vegetarian or meat eater. Self-assessment of who we are usually takes into consideration many principles including when compared to other persons, what specific personality factors a person exhibits. Combinations of personality factors establish every person’s recognizable temperament, which assist people achieve a recognizable personality and a sense of self-identity.
Kilroy J. Oldster (Dead Toad Scrolls)
Normally, at the end of each shift, the staff would normally write up a report on each patient. I found this odd, because most of the time the staff appeared to spend much of their working day in the staff room, smoking with the door closed. It always seemed wrong to me that it was the staff evaluating the patient’s performance and not vice-versa. So I removed the door to the staff room and I got the patients to start writing daily performance reviews on the staff. But I found that this isn’t the ideal way of retaining paid employment.
Andrew T. Austin (The Rainbow Machine: Tales from a Neurolinguist's Journal)
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Miami Reviews
5 WORDS ON A WHITEBOARD HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW. BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?
Eric Schmidt (Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell)
results of these evaluations are taken into consideration during the re-licensing or reapproval review. This practice has greatly
7 things every kid should master A noted Williams College psychologist argues standardized tests are useful, if they measure the abilities students really need. By Susan Engel | 2458 words In the past few years, parents, teachers, and policy makers have furiously debated whether standardized tests should be used to promote or hold back children, fire teachers, and withhold funds from schools. The debate has focused for the most part on whether the tests are being used in unfair ways. But almost no one has publicly questioned a fundamental assumption — that the tests measure something meaningful or predict something significant beyond themselves. I have reviewed more than 300 studies of K–12 academic tests. What I have discovered is startling. Most tests used to evaluate students, teachers, and school districts predict almost nothing except the likelihood of achieving similar scores on subsequent tests. I have found virtually no research demonstrating a relationship between those tests and measures of thinking or life outcomes. When you hear people debate the use of tests in schools, the talk usually assumes that the only alternative to the current approach is no testing at all. But nothing could be further from the truth. Ideally, everyone would benefit from objective measures of children’s learning in schools. The answer is not to abandon testing, but to measure the things we most value, and find good ways to do that. How silly to measure a child’s ability to parse a sentence or solve certain kinds of math problems if in fact those measures don’t predict anything important about the child or lead to better teaching practices. Why not test the things we value, and test them in a way that provides us with an accurate picture of what children really do, not what they can do under the most constrained circumstances after the most constrained test preparation? Nor should this be very difficult. After all, in the past 50 years economists and psychologists have found ways to measure things as subtle and dynamic as the mechanisms that explain when and why we give in to impulse, the forces that govern our moral choices, and the thought processes that underlie unconscious stereotyping.
Executives, being executives, have a natural prioritization of how best to use their time and brains during meetings. Unless told otherwise, their default mode is decision making. When I want the people I am presenting to in that mode, I start my bullet with “Approve…,” “Adopt…,” or “Authorize…” The second mode executives operate in is problem-solving mode. If you start a bullet with “Problem solve…,” “Explore…,” or “Brainstorm…,” your audience knows you are seeking thoughtful input rather than a quick decision. Finally, the third mode in which executives operate is the passive listening one. Spend the least time in this final mode because it is not an effective use of senior leaders’ time. I begin agenda bullets with “Review…” or “Evaluate…” to signal to my audience that I am about to share information.
Dave McKinsey (Strategic Storytelling: How to Create Persuasive Business Presentations)
Getting a job done fast is fruitless if it isn’t done right. Individuals and Teams must constantly evaluate their progress. If an individual or Team starts to lose focus, they must take a step back and review.
Anonymous (Team Secrets of the Navy SEALs)
In 2004, a panel of respected scientists—none of whom had worked with vaccines—was convened by the Institute of Medicine of the National Academy of Sciences to review all of the available data. They concluded that there was no evidence that vaccines were associated with the development of autism.23 Since that time, the evidence has become even more robust that there is no link between measles vaccines or thimerosal-containing vaccines and autism. The continuing public “controversy” in the face of the scientific evidence is now considered to be misinformation. And what pervasive misinformation it has been and continues to be.
Martin G. Myers (Do Vaccines Cause That?! A Guide for Evaluating Vaccine Safety Concerns)
Vaccines In 2004, a panel of respected scientists—none of whom had worked with vaccines—was convened by the Institute of Medicine of the National Academy of Sciences to review all of the available data. They concluded that there was no evidence that vaccines were associated with the development of autism.23
Martin G. Myers (Do Vaccines Cause That?! A Guide for Evaluating Vaccine Safety Concerns)
Use evaluation tools such as performance surveys, metrics, and formal reviews to document all aspects of a person’s performance.It’s
Ray Dalio (Principles: Life and Work)
Finally, the review is an assertion of power for the boss, affirming she is the evaluator — not a coach or mentor. This is not a mutual relationship where the boss and worker are a team that mutually strive for goals. It is not uncommon for a worker to fail and be fired while the boss, the one who should serve as a trainer, is promoted. There is no partnership — only finger pointing and blaming with the intent of creating feelings of job insecurity and generating threats to illicit more productivity.
J.P. Castor (Tactics in a Toxic Workplace)
Use evaluation tools such as performance surveys, metrics, and formal reviews to document all aspects of a person’s performance.It’s hard to have an objective, open-minded, emotion-free conversation about performance if there is no data to discuss. It’s also hard to track progress.
Ray Dalio (Principles: Life and Work)
What would a broad scientific code of ethics look like? It would lay out the moral and ethical principles under which science should and should not be conducted. It would have some means of enforcement or exposure of scientists who did not meet this standard, so the public could evaluate their claims in that context. It would have guidelines for best practices in research, peer review, independence, and disclosure.
Shawn Lawrence Otto (The War on Science: Who's Waging It, Why It Matters, What We Can Do About It)
What should you do when a bundle of student evaluations shows up in your mailbox? It had been a pretty good week till you saw that familiar package waiting for you. Honestly, after 25 years of teaching, we still pick and choose when to open that package. If there is something important pending, or even something just plain enjoyable going on, at the time the evaluations arrive, we hold off opening them. We wait for a quiet time, generally near the end of the week, and at the end of the day, to open them. This is not because we expect them to be bad, we just know that if there are two or three negative reviews, it will sting. Like a garlic taste that lingers after lunch well into the afternoon, negative teaching evaluation comments are the strongest and get replayed in our mind for a while.
James G. Clawson, Mark E. Haskins
Prayer is for listening; review of prayer is for discerning. It is important that I resist the temptation to analyze what is going on. During prayer, I will be tempted to play the sports commentator, reviewing every move with instant replay. I will be tempted to ask myself if the prayer is going well, if it is really God speaking or merely my imagination, if I'm handling this conversation well and so on. This ongoing analysis will only distract me from listening for God with my full attention....I may miss God's voice because I am too preoccupied with evaluating the prayer then and there. During the prayer itself, I must simply be present and listen attentively to whatever is said by whomever. There will be plenty of time to sort it all out later.
Mark E. Thibodeaux (Armchair Mystic: Easing Into Contemplative Prayer)
Cedar Capital Group Tokyo: Owning vs Renting Heavy Equipment You have some projects underway. It is either you gear up and buy your own equipment, extend your company’s capabilities and add them these equipment to your business’ asset or you just need to rent a unit and cut the cost. How do you decide when to buy and rent the equipment anyway? We have learned a lot of pros and cons of renting and buying. It is important to evaluate your company’s current situation and capabilities including your financial plans to carefully consider which method you will use in acquiring the equipment. Here is a review of the things which you should bear in mind before deciding when to buy and when to rent equipment: 1. Budget The budget is one of the most important factors in any start of the business. Do you have enough capital to buy a new equipment? If so, will it be practical to use that money to buy or is it more rational to rent and save the cost? You should not look only on the first few months of operation but foresee the future need of the equipment to be used. Although buying may be a larger one-time financial outlay, the cost of renting can add up quickly, and over a long period of time can end up costing you more – especially if the equipment isn’t being used for the entire rental period. And don’t forget: when you own, you can see a return on your investment when you sell. 2. Duration of Project Time frame is important to know how long you will need the equipment. It is more practical to rent the machine if you are only using it for a short period of time. Renting also makes more sense if you are using the equipment for only a specific task. The risk, of course, is the increasing cost of rental when the equipment is not used the entire time. Fortunately, many rental companies in Singapore, Tokyo, Japan and Seoul South Korea only require payment for the actual time the machine is being used. On the other hand, if you are working on a long project and would be using the machine frequently, it is more advisable to buy your own equipment. The complaints on damage on the parts of the equipment can still be charged on you if you are renting it. It becomes worse if you wear the machine out so it would be better if you purchase your own.
Alana Barnet
Poker players tend to overly focus on money immediately after a session because it matters most in the long run and it’s so easy to calculate. The problem is that because of variance, monetary results alone are unreliable measures in the short term of how you played. Here are a few better ways to evaluate how you played: Look closely at tough decisions to see how you played them. Estimate how much variance influenced results. Calculate whether you accomplished the qualitative goals you set before the session. If you fell short, why? Review how you did in the areas you’re trying to improve (poker strategy and mental game). Did you see any progress? If you’re going to analyze hands later, write some game flow notes or thoughts about them that you may otherwise forget. Spending a short time to evaluate is also a great way to: Put poker down when you’re done playing, so you can go on with your life. Reset your mind before the next time you play.
Jared Tendler (The Mental Game of Poker: Proven Strategies For Improving Tilt Control, Confidence, Motivation, Coping with Variance, and More)
Unistructural Memorize, identify, recognize, count, define, draw, find, label, match, name, quote, recall, recite, order, tell, write, imitate Multistructural Classify, describe, list, report, discuss, illustrate, select, narrate, compute, sequence, outline, separate Relational Apply, integrate, analyse, explain, predict, conclude, summarize (précis), review, argue, transfer, make a plan, characterize, compare, contrast, differentiate, organize, debate, make a case, construct, review and rewrite, examine, translate, paraphrase, solve a problem Extended abstract Theorize, hypothesize, generalize, reflect, generate, create, compose, invent, originate, prove from first principles, make an original case, solve from first principles Table 7.2  Some more ILO verbs from Bloom’s revised taxonomy Remembering Define, describe, draw, find, identify, label, list, match, name, quote, recall, recite, tell, write Understanding Classify, compare, conclude, demonstrate, discuss, exemplify, explain, identify, illustrate, interpret, paraphrase, predict, report Applying Apply, change, choose, compute, dramatize, implement, interview, prepare, produce, role play, select, show, transfer, use Analysing Analyse, characterize, classify, compare, contrast, debate, deconstruct, deduce, differentiate, discriminate, distinguish, examine, organize, outline, relate, research, separate, structure Evaluating Appraise, argue, assess, choose, conclude, critique, decide, evaluate, judge, justify, monitor, predict, prioritize, prove, rank, rate, select Creating Compose, construct, create, design, develop, generate, hypothesize, invent, make, perform, plan, produce
John Biggs (Teaching For Quality Learning At University (Society for Research Into Higher Education))
How should we, as Christians, react to this hour of transition? First of all, surely, by the entirely human reaction to which it summons us: by using this time of reflection to gain distance, perspective, inner freedom, and a patient readiness to move on. An ancient philosopher once commented that the essential difference between man and the animal is that the always has his head, as it were, above the waters of time. Like a swimming fish, on the other hand, the animal is carried along by the current of time; only man can see above it and so be master of it. But do we really do that? Are not we, too, like fish in the waters of the sea of time, carried along by its currents without seeing whence or whither? Are we not so submerged, from one day to the next, from one task to the next, in the details of daily living, in its endless demands and difficulties, that we have no time even for ourselves? If that is so, then this should be the hour when we rise above these things, the hour when we try for a moment to see the heavens above the waters and the stars that shine upon us, in order, at the same time, to comprehend ourselves. We should try to review and evaluate the way we have traveled. We should try to see where we have gone wrong, what has obstructed for us the way that leads to ourselves and to others. We should try to know this so that we can divorce ourselves interiorly from these obstacles, so that the way into the new year may truly be for us a way of progress, may truly be a step forward.
Benedict XVI (Co-Workers of the Truth: Meditations for Every Day of the Year)
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Mary Jo Wagner (PEER VIII: Physician's Evaluation and Educational Review in Emergency Medicine)
For long-term goals, you should be evaluating them at least every month. Short-term goals need to be established and reviewed on a daily basis.
Lisa Banks (Productive Habits and Organization: Creating Habits and Strategies for Being More Productive)
evaluate if we’ve built what we envisioned at the quality level we hoped for and in the timeframe we planned. Do this in a team product review and reflection.
Jeff Patton (User Story Mapping: Discover the Whole Story, Build the Right Product)
a recent review of the evidence concluded that there is a very small and statistically insignificant relationship between student evaluations and learning, and that “the more objectively learning is measured, the less likely it is to be related to the evaluations.”48 Another review also concluded that “teacher ratings and learning are not closely related
Jeffrey Pfeffer (Leadership BS: Fixing Workplaces and Careers One Truth at a Time)
Review and question what you already know or have. In most ball sports and games, you confirm whether you have scored by checking whether the ball has gone into the goal or hit its target. So evaluation of results means that you must look at your goal to see if the ball has hit its target. Look at your educational aspirations or dreams and say “am I on track to meet my 2020 PhD target?
Archibald Marwizi (Making Success Deliberate)
In a section titled “Performance Factors,” Clint had been asked to indicate areas in which I’d exhibited significant strengths, as well as any areas needing development. There were only two areas in which he felt I needed development—organization (probably because he’d ridden in my car) and working more closely with third parties—but he had indicated six major strengths. The first three were creativity, achievement of objectives, and quality of work. No surprises there. The next three strengths—adaptability, communication, and autonomy—seemed a bit ironic. I scrolled down and saw my overall score: Very Good. By definition, this score meant that I had “exceeded objectives in several areas and required only occasional supervision.” I didn’t appreciate the real irony of Clint’s assessment until I looked at my stakeholder map and considered how I might have scored had Kristen conducted a similar evaluation at home. What score would I have received for adaptability? The review form defined this as “being open to change with new circumstances.” Going with the flow. We had just begun to work on my openness to change at home, and I was still learning how to adjust to this new mind-set. Meanwhile, at work, I presented myself as nothing if not adaptable. “Sure, I’ll take a new position on the marketing team.” “Of course I can stay until midnight tonight. Whatever it takes.” “Certainly, Clint, I’ll travel to customers every week. Anything else?” At home, Kristen asked me to help fold laundry and my head almost exploded. I guessed that I would receive Needs Development for that one. How about autonomy and initiative? Clint seemed to think that I was bursting with it, but Kristen would have offered a different opinion. “Initiative? Please. How is me having to remind you to turn off the television and play with the kids initiative? I’ll put you down for a Needs Development,” I imagined her saying. Achievement of objectives would have gotten me a high mark with Kristen, until I scrolled down farther and read the definition, which included the phrase “gets things done efficiently and in a timely manner.” I thought of the Christmas decorations drooping from our eaves. I thought of the countless times Kristen and I had been late for an engagement and she’d found me standing in my boxers in front of the mirror making faces.
David Finch (The Journal of Best Practices: A Memoir of Marriage, Asperger Syndrome, and One Man's Quest to Be a Better Husband)
A Complete Guide to Conduct A Backlinks Audit Google's web spam team is very pro-active today to detect spam at maximum lowest degree in order to give spam-free search results to its viewers. In this regard, Google is making their algorithm strong to block the spammers from search results and attacking on each and every websites having un-natural or spam link profiles. If your website has large number of low quality backlinks OR exceeding 3% backlinks with exact match anchor texts then you should consider reviewing your website's link profile. If you are victim of Google penguin penalty then you have to evaluate your website's link profile to clean it from low quality or over-optimized backlinks. Building backlinks for a single or multiple websites can be a easy task while evaluating backlinks quality can be a challenging. In this regard, you should conduct a detailed backlinks analysis in order clean-up your website from low quality or un-natural backlinks. You should consider the following points while analyzing backlinks profile of a website: 1: Total number of backlinks 2: Total number of referring domains 3: Anchor text distribution ratio 4: Quality of backlinks 1: Number of backlinks This is the 1st main point to review while checking the link profile. You have to download the list of all backlinks to check each and every backlinks. Google Webmaster Tools, Ahrefs, MajesticSEO and Opensiteexplore are some important tools can help you to get the list of backlinks attached with your website. Now, check each and every backlinks from the list you download and see if these are on Google's webmaster quality guidelines or not. 2: Referring Domains You should check the quality also for TLDs linked with your website. Check the PA and DA of each domain and see if these are relevant to your website niche to get backlinks. If linked domains have high external backlinks and not relevant to your website niche then try to remove these domains from your website. 3: Anchor test distribution This is the most important thing to consider while doing backlinks analysis of any website. Most of SEOs prefer to build backlinks with exact match anchor text only and ignoring Brand, Generic, LSI as well as other types of anchor text. Google penguin heavily attack on website having over-optimized exact match anchor text backlinks profile. Review all exact-match anchor text backlinks and remove it if found not-relevant or from low quality websites. 4: Quality of backlinks Backlinks quality really matters while doing backlinks analysis. If your website is full of linked with low quality and irrelevant websites then you should immediately try to remove these from your website. These low quality backlinks might be reason for your web penalization from search results.
Paul G. Hewitt
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When the recruiting team gathered in a conference room in Chicago with a pile of student résumés to review, I objected anytime a student was automatically dismissed for having a B on a transcript or for having gone to a less prestigious undergraduate program. If we were serious about bringing in minority lawyers, I asserted, we’d have to look more holistically at candidates. We’d need to think about how they’d used whatever opportunities life had afforded them rather than measuring them simply by how far they’d made it up an elitist academic ladder. The point wasn’t to lower the firm’s high standards: It was to realize that by sticking with the most rigid and old-school way of evaluating a new lawyer’s potential, we were overlooking all sorts of people who could contribute to the firm’s success. We needed to interview more students, in other words, before writing them off.
Michelle Obama (Becoming)
JDA ENTERPRISE SUPPLY PLANNING TRAINING BY MAXMUNUS The supply chain global positioning system is acted by JDA Enterprise supply planning. This will help you to be alert for the potential breakdown of your plan and assist you in taking preventive measures. JDA Enterprise supply planning is built to accelerate any supply chain with dynamic and event-based master production planning. Users who plan and control the entire supply picture, from determining optimal material and product quantities from suppliers to planning and scheduling manufacturing, they are allowed to do that by JDA Enterprise supply planning. Why JDA Enterprise Supply Planning training is important? To build your business globally synchronized which response profitably, JDA Enterprise supply planning is necessary. After completing the JDA Enterprise planning course you can identify the financial objectives for sales, inventory, receipt flow, the margin of your business. You must have the aim to maximize profits. So that you can easily organize statistical sales forecasts. By this course you will have the capabilities by which you can highlight analysis, review, or approval, enabling businesses to quickly address issues across every channel, category, and store. You will learn to create truly consumer-driven plans by which you will fix planning and evaluating data by key attributes, both Product and Store. You will gain the knowledge by which you will gain the knowledge of features a persona-based user interface with graphical workbenches, scorecards, flexible editor, exception management and plan analysis Benefits After the JDA Enterprise supply planning online training, you will create time-phased plans and provides short- to long-range visibility of both supply and demand. For JDA Enterprise planning the demand of product, margin, customers, market segments, company-specific goals are prioritized. You will connect supply and demand at each level in the network and provides push, pull and cancel supply recommendations. It will support your business rules for distribution intensive industries, including storage and handling constraints, etc. According to Naukri.com, the average salaries after JDA Enterprise Supply planning certification are Senior System Analyst (Supply Chain) 12,00,000 - 20,00,000 PA. JDA Consultant etc 18,50,000 - 27,50,000 PA We have found that there are many companies that are looking for JDA Enterprise supply planning consultants. Some of them are ACCESS BUSINESS GROUP ACE HARDWARE ACKERMANS AIRBUS DHL HEINEKEN IBM INTEL ITC LIMITED & many others. Prerequisites for JDA Enterprise Supply Planning Supply chain management Any person having IT Knowledge. MaxMunus’s JDA Enterprise Supply Planning corporate training MaxMunus's JDA Enterprise planning course will help you to detect disruptive events and apply predetermined, profitable response strategies. This ability is imperative in today’s world of increasing product proliferation and new pressures to bring innovations to market quickly. Bu our training you must be able to ability to plan and prepare on an ongoing basis, enterprises can minimize their risk and exposure, positioning themselves and their partners for continued success. MaxMunus’s JDA Enterprise Supply Planning course is designed to get the idea to help your business balance global objectives for demand satisfaction, inventory replenishment, inventory reduction, distribution, and transportation while simultaneously taking into account capacity and material constraints. For more details about JDA Enterprise Supply Planning Online Training kindly feel free to contact us. Name: Avishek Priyadarshi Email: [email protected] Ph: +91855317774 Call or WhatsApp.
Avishek Priyadarshi
1. Recognize the Power of Your Beliefs “Our thoughts determine our lives,” as the Serbian monk Thaddeus of Vitovnica said. Both positively and negatively, your beliefs have tremendous impact on your experience of life. Recognizing that fact is the first stage in experiencing your best year ever. 2. Confront Your Limiting Beliefs We all have limiting beliefs about the world, others, and ourselves. Four indicators you’re trapped in a limiting belief are whether your opinion is formed by: ​‣ ​Black-and-white thinking ​‣ ​Personalizing ​‣ ​Catastrophizing ​‣ ​Universalizing It’s also important to identify the source of your limiting beliefs, whether it’s past experience, the news media, social media, or negative relationships. 3. Upgrade Your Beliefs Get a notebook or a pad of paper and draw a line down the middle of the page so you have two columns. Now use this six-step process to swap your limiting beliefs for liberating truths. ​‣ ​Recognize your limiting belief. Upgrading your thinking starts with awareness, so take a minute to reflect on what beliefs are holding you back. ​‣ ​Record the belief. In the left-hand column, jot down the belief. Writing it down helps you externalize it. ​‣ ​Review the belief. Evaluate how the belief is serving you. Is it empowering? Is it helping you reach your goals? ​‣ ​Reject/reframe the belief. Sometimes you can simply contradict a limiting belief. Other times, you might need to build a case against it or look at your obstacles from a better angle. ​‣ ​Revise the belief. In the right-hand column write down a new liberating truth that corresponds to the old limiting belief. ​‣ ​Reorient yourself to the new belief. Commit to living as if it’s true.
Michael Hyatt (Your Best Year Ever: A 5-Step Plan for Achieving Your Most Important Goals)
In a paper evaluating the case for trophic cascades in the Annual Review of Ecology, Evolution, and Systematics, Peterson, Vucetich, and Douglas Smith, who trained on Isle Royale and now is a project leader for the Wolf Restoration Project at Yellowstone, argue that ecosystems are too complex to trace neat relationships, particularly in Yellowstone where grizzly bears, black bears, cougars, and wolves eat bison, deer, and elk. They also point out that, when you follow the threads of prey fluctuations, you often find at the source not wild-animal predators but human beings.
Sam Kean (The Best American Science and Nature Writing 2018)
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At a first reading of some great work, they are ‘knocked flat’. Criticise it? No, by God, but read it again. The judgement ‘This must be a great work’ may be long delayed. But in later life we can hardly help evaluating as we go along; it has become a habit. We thus fail of that inner silence, that emptying out of ourselves, by which we ought to make room for the total reception of the work. The failure is greatly aggravated if, while we read, we know that we are under some obligation to express a judgement; as when we read a book in order to review it, or a friend’s MS. in order to advise him. Then the pencil gets to work on the margin and phrases of censure or approval begin forming themselves in our mind. All this activity impedes reception.
C.S. Lewis (An Experiment in Criticism)
When a man helps a colleague, the recipient feels indebted to him and is highly likely to return the favor. But when a woman helps out, the feeling of indebtedness is weaker. She’s communal, right? She wants to help others. Professor Flynn calls this the “gender discount” problem, and it means that women are paying a professional penalty for their presumed desire to be communal.10 On the other hand, when a man helps a coworker, it’s considered an imposition and he is compensated with more favorable performance evaluations and rewards like salary increases and bonuses. Even more frustrating, when a woman declines to help a colleague, she often receives less favorable reviews and fewer rewards. But a man who declines to help? He pays no penalty.11 Because
Sheryl Sandberg (Lean In: For Graduates)
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The study demonstrates an interesting point. If women equate criticism with rejection, feedback of all kinds could seriously limit their potential. Instead of ignoring unhelpful criticism or growing from negative feedback, women might give up if they feel rejected by someone else’s evaluation. Criticism is another person’s opinion—it doesn’t make it fact. Listening to someone else’s opinion can provide you with valuable information that could help you improve. But automatically believing negative feedback might also stop you in your tracks. If you produce something (like blog posts) or you provide a service (like cutting people’s hair), not everyone will appreciate your work. And some of those people may become very vocal about how much they dislike your products or services—especially on review sites or in comment sections online. But that doesn’t mean you are bad at what you do. It just means someone wasn’t a fan.
Amy Morin (13 Things Mentally Strong Women Don't Do: Own Your Power, Channel Your Confidence, and Find Your Authentic Voice for a Life of Meaning and Joy)
the role of assessor – whether teacher, journal editor, prize judge, anthologist or reviewer – puts one in a position of power over others. This power must be wielded responsibly. A first step in the responsible wielding of power is becoming aware of how one actually is wielding it.
Michael Theune (We Need to Talk: A New Method for Evaluating Poetry (New Writing Viewpoints Book 16))
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Similarly, if things are slow and I am trying to get more work by approaching various partners, as we discussed in the last chapter, I keep all of those emails I send asking for work. I want to be able to show instantly that I have not been sitting around or enjoying three-hour shopping lunches when I could have been profitably employed. If I am trying to get more work in a certain area, in order to develop specific skills that were found lacking in a performance evaluation (e.g., more depositions, more writing opportunities, work with experts, etc.), I keep the emails I write to partners asking about those kinds of opportunities
Sarah Powell (Biglaw: How to Survive the First Two Years of Practice in a Mega-Firm, or, The Art of Doc Review)
In Chapter 22, I mentioned people who fit the Seven S’s criteria, whose opinions have informed my own and provide me with further reasons to take the life-after death hypothesis seriously. They included: 1.A CEO of a major corporation 2.A former publisher who is the editor-in-chief of an award-winning newspaper 3.A former chairman of the department of surgery at a major university 4.A former chairman of the department of material sciences at a major university 5.An award winning composer for movies and television 6.A former high ranking staff member of the Joint Chiefs of Staff, 7.The director of a major foundation, educated at Harvard University, and 8.A distinguished anthropologist who was the director of an internationally known research institute. In the spirit of Criterion 5, I have reviewed this list and attempted to determine whether there were any responsible and justified reasons for challenging my evaluations of these people. Try as I might I cannot in good conscience dismiss any of these people as being untrustworthy. In sum, I cannot find valid reasons for concluding that these individuals no longer deserve my admiration and respect. Yes, I can point out a given person’s limitations (at least the ones I am aware of), but these do not impact the logic of my concluding that they meet each of the 7 S’s criteria for being credible and trustworthy. Hence, Criterion 3 passes the test posed by Criterion 5.
Paul Davids (An Atheist in Heaven: The Ultimate Evidence for Life After Death?)
Focus intently and beat procrastination.    Use the Pomodoro Technique (remove distractions, focus for 25 minutes, take a break).    Avoid multitasking unless you find yourself needing occasional fresh perspectives.    Create a ready-to-resume plan when an unavoidable interruption comes up.    Set up a distraction-free environment.    Take frequent short breaks. Overcome being stuck.    When stuck, switch your focus away from the problem at hand, or take a break to surface the diffuse mode.    After some time completely away from the problem, return to where you got stuck.    Use the Hard Start Technique for homework or tests.    When starting a report or essay, do not constantly stop to edit what is flowing out. Separate time spent writing from time spent editing. Learn deeply.    Study actively: practice active recall (“retrieval practice”) and elaborating.    Interleave and space out your learning to help build your intuition and speed.    Don’t just focus on the easy stuff; challenge yourself.    Get enough sleep and stay physically active. Maximize working memory.    Break learning material into small chunks and swap fancy terms for easier ones.    Use “to-do” lists to clear your working memory.    Take good notes and review them the same day you took them. Memorize more efficiently.    Use memory tricks to speed up memorization: acronyms, images, and the Memory Palace.    Use metaphors to quickly grasp new concepts. Gain intuition and think quickly.    Internalize (don’t just unthinkingly memorize) procedures for solving key scientific or mathematical problems.    Make up appropriate gestures to help you remember and understand new language vocabulary. Exert self-discipline even when you don’t have any.    Find ways to overcome challenges without having to rely on self-discipline.    Remove temptations, distractions, and obstacles from your surroundings.    Improve your habits.    Plan your goals and identify obstacles and the ideal way to respond to them ahead of time. Motivate yourself.    Remind yourself of all the benefits of completing tasks.    Reward yourself for completing difficult tasks.    Make sure that a task’s level of difficulty matches your skill set.    Set goals—long-term goals, milestone goals, and process goals. Read effectively.    Preview the text before reading it in detail.    Read actively: think about the text, practice active recall, and annotate. Win big on tests.    Learn as much as possible about the test itself and make a preparation plan.    Practice with previous test questions—from old tests, if possible.    During tests: read instructions carefully, keep track of time, and review answers.    Use the Hard Start Technique. Be a pro learner.    Be a metacognitive learner: understand the task, set goals and plan, learn, and monitor and adjust.    Learn from the past: evaluate what went well and where you can improve.
Barbara Oakley (Learn Like a Pro: Science-Based Tools to Become Better at Anything)
Fourth, I paid attention to every detail I could while working on my cases. I found that one of the most ironic facets of the law is that the correct answer to a problem often rests on small legal nuances and factual details. The presence or absence of a particular fact can frequently make or break the case. The senior attorney I worked for, Brad, was extremely adept at assimilating large amounts of information quickly, paying close attention to details, and using his mastery of them to weave brilliant defenses. His ability to identify the most critical of details while constructing solid defenses always impressed me, and I tried to emulate that particular skill. Fifth, I was conscientious about creating good first impressions. As I later learned, lawyers who work with new summer and permanent associates virtually always form quick conclusions about them, and give “hallway evaluations” to other lawyers in the firm. I often heard about or participated in these hallway evaluations, and know that even one negative impression can have a devastating impact. In general, young attorneys who get a reputation for sloppy work – earned or unearned – have a very steep climb up the law firm ladder. Sixth, I was vigilant about meeting deadlines, every time. This meant I had to carefully plan ahead, since partners, colleagues, clients, courts, and other parties often rely on assignments and legal services to be performed by a certain time. With the workload I had, and the interruptions I faced, of course this wasn’t always possible, and in those situations I found the best route wasn’t just to tough it out, but rather let the supervising attorney know as early as possible if I couldn’t meet a deadline. I learned this lesson the hard way. My first assignment as a summer associate was to research whether we could squeeze one of our clients into an exception to a well-settled legal doctrine. The senior attorney who gave me the assignment asked me to research the issue and then get back to him by Friday afternoon. I just didn’t feel comfortable with my research when Friday afternoon came around, and decided to buy some additional time by letting him contact me. He didn’t try to reach me Friday afternoon, so I took advantage of that and submitted the assignment on Monday. The incident later came back to haunt me, though, because in his evaluation of my work for my midsummer review, he mentioned that I didn’t report to him by the established deadline.
WIlliam R. Keates (Proceed with Caution: A Diary of the First Year at One of America's Largest, Most Prestigious Law Firms)
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