Expertise Important Quotes

Enthusiasm is more important than innate ability, it turns out, because the single more important element in developing an expertise is your willingness to practice.

Every man walks his own path, and every path has its fair share of locked doors. You never know who holds the key to a door you’ll need to open one day, so you best treat people as if they are all keyholders.

When you’re ready to enter the battlefield of business, make sure you are armed with the two most important tools for business survival: industry experience and business knowledge.

Enthusiasm is more important to mastery than innate ability, it turns out, because the single most important element in developing an expertise is your willingness to practice.

A board of directors, in many ways, is akin to a well-rounded football team. While individual talent is important, true success comes from a complementary mix of skills and expertise that work together seamlessly to achieve a common goal.

These examples suggest what one needs to learn to control attention. In principle any skill or discipline one can master on one’s own will serve: meditation and prayer if one is so inclined; exercise, aerobics, martial arts for those who prefer concentrating on physical skills. Any specialization or expertise that one finds enjoyable and where one can improve one’s knowledge over time. The important thing, however, is the attitude toward these disciplines. If one prays in order to be holy, or exercises to develop strong pectoral muscles, or learns to be knowledgeable, then a great deal of the benefit is lost. The important thing is to enjoy the activity for its own sake, and to know that what matters is not the result, but the control one is acquiring over one’s attention.

In a small company, the CTO, R&D, the COO, and even the CEO or cofounders or owners can be responsible for reviewing documentation. Don’t rely on your memory; write it down. Ideas become reality when we speak them and write them. So document them in an idea journal (digital or traditional) without judgment at the time. Inventors (and especially software developers) tend to edit or judge ideas and conclude they are not patentable because they were simple—even though they solve important problems and do not exist elsewhere.

The older you get the more you realize that just because someone has an important job doesn't necessarily mean that they do it responsibly, or are even good at it. There are many 'D' students running around with high social status gained from their seemingly important positions. Integrity and proficiency are not a given. These qualities can only be proven over time.

Factfulness is … recognizing that a single perspective can limit your imagination, and remembering that it is better to look at problems from many angles to get a more accurate understanding and find practical solutions. To control the single perspective instinct, get a toolbox, not a hammer. • Test your ideas. Don’t only collect examples that show how excellent your favorite ideas are. Have people who disagree with you test your ideas and find their weaknesses. • Limited expertise. Don’t claim expertise beyond your field: be humble about what you don’t know. Be aware too of the limits of the expertise of others. • Hammers and nails. If you are good with a tool, you may want to use it too often. If you have analyzed a problem in depth, you can end up exaggerating the importance of that problem or of your solution. Remember that no one tool is good for everything. If your favorite idea is a hammer, look for colleagues with screwdrivers, wrenches, and tape measures. Be open to ideas from other fields. • Numbers, but not only numbers. The world cannot be understood without numbers, and it cannot be understood with numbers alone. Love numbers for what they tell you about real lives. • Beware of simple ideas and simple solutions. History is full of visionaries who used simple utopian visions to justify terrible actions. Welcome complexity. Combine ideas. Compromise.

When an important writer recommends a work to you -- whether by openly naming the title; or by shy=covert use of it (which perhaps is the greater praise) then go right ahead and follow his [sic!, etc] momentous hint ! A man with expertise and taste has done trusty spade-work for you : {pre=reading} and winnowing 1000 volumes of antiquated chaff for you. Not to make grateful use of such a hint would mean my thoughtless=arrogant shoving aside all the precious, irreplaceable hours that a venerable predecessor spent reading for me.

An important dictum of cultural psychology is that each culture develops expertise in some aspects of human existence, but no culture can be expert in all aspects. The same goes for the two ends of the political spectrum. My research3 confirms the common perception that liberals are experts in thinking about issues of victimization, equality, autonomy, and the rights of individuals, particularly those of minorities and nonconformists. Conservatives, on the other hand, are experts in thinking about loyalty to the group, respect for authority and tradition, and sacredness.4 When one side overwhelms the other, the results are likely to be ugly. A society without liberals would be harsh and oppressive to many individuals. A society without conservatives would lose many of the social structures and constraints that Durkheim showed are so valuable. Anomie would increase along with freedom. A good place to look for wisdom, therefore, is where you least expect to find it: in the minds of your opponents. You already know the ideas common on your own side. If you can take off the blinders of the myth of pure evil, you might see some good ideas for the first time.

Scientists, for their part, need to be far more engaged with current public debates. They “should not be afraid of making their voice heard when the debate wanders into their field of expertise, be it medicine or history. Silence isn’t neuatrality; it is supporting the status quo. Of course, it is extremely important to go on doing academic research and to publish the results in scientific journals that only a few experts read. But it is equally important to communicate the latest scientific theories to the general public through popular-science books, and even through the skilful use of art and fiction.

If you want to do well in school and you’re passionate about math, you need to stop working on it to make sure you get an A in history too. This generalist approach doesn’t lead to expertise. Yet eventually we almost all go on to careers in which one skill is highly rewarded and other skills aren’t that important. Ironically,

This pattern is common in people who love what they do. Their satisfaction doesn’t come from the details of their work but instead from a set of important lifestyle traits they’ve gained in their career.

Alfred North Whitehead summed it up best when he remarked that the greatest invention of the nineteenth century was the idea of invention itself. We had learned how to invent things, and the question of why we invent things receded in importance. The idea that if something could be done it should be done was born in the nineteenth century. And along with it, there developed a profound belief in all the principles through which invention succeeds: objectivity, efficiency, expertise, standardization, measurement, and progress. It also came to be believed that the engine of technological progress worked most efficiently when people are conceived of not as children of God or even as citizens but as consumers—that is to say, as markets.

There is, however, a skill to it, a developed body of professional expertise. One may not be able to fix such problems, but one can manage them. And until I visited my hospital’s geriatrics clinic and saw the work that the clinicians there do, I did not fully grasp the nature of the expertise involved, or how important it could be for all of us.

When you want to get good at something, how you spend your time practicing is far more important than the amount of time you spend. In fact, in every domain of expertise that’s been rigorously examined, from chess to violin to basketball, studies have found that the number of years one has been doing something correlates only weakly with level of performance

Purposeful practice requires getting out of one’s comfort zone. This is perhaps the most important part of purposeful practice.

Decision researchers were trying to reduce errors, which is important, but we also needed to help people gain expertise and make insightful decisions.

each technique carries a consistent message more important than any method: that each act that expresses trust in ourselves and belief in the validity of our own experience is always the right path to follow. Each act that is manipulative or filled with pretense is always self-destructive.

More important and more relevant to the death of expertise, however, is that conspiracy theories are deeply attractive to people who have a hard time making sense of a complicated world and who have no patience for less dramatic explanations. Such theories also appeal to a strong streak of narcissism: there are people who would choose to believe in complicated nonsense rather than accept that their own circumstances are incomprehensible, the result of issues beyond their intellectual capacity to understand, or even their own fault.

Faking depends on a measure of complicity between the perpetrator and the victim, who together conspire to believe what they don’t believe and to feel what they are incapable of feeling. There are fake beliefs, fake opinions, fake kinds of expertise. There is also fake emotion, which comes about when people debase the forms and the language in which true feeling can take root, so that they are no longer fully aware of the difference between the true and the false. Kitsch is one very important example of this. The kitsch work of art is not a response to the real world, but a fabrication designed to replace it. Yet both producer and consumer conspire to persuade each other that what they feel in and through the kitsch work of art is something deep, important and real. Anyone can lie. One need only have the requisite intention — in other words, to say something with the intention to deceive. Faking, by contrast, is an achievement. To fake things you have to take people in, yourself included. In an important sense, therefore, faking is not something that can be intended, even though it comes about through intentional actions. The liar can pretend to be shocked when his lies are exposed, but his pretence is merely a continuation of his lying strategy. The fake really is shocked when he is exposed, since he had created around himself a community of trust, of which he himself was a member. Understanding this phenomenon is, it seems to me, integral to understanding how a high culture works, and how it can become corrupted.

Ms. Terwilliger didn’t have a chance to respond to my geological ramblings because someone knocked on the door. I slipped the rocks into my pocket and tried to look studious as she called an entry. I figured Zoe had tracked me down, but surprisingly, Angeline walked in. "Did you know," she said, "that it’s a lot harder to put organs back in the body than it is to get them out?" I closed my eyes and silently counted to five before opening them again. “Please tell me you haven’t eviscerated someone.” She shook her head. “No, no. I left my biology homework in Miss Wentworth’s room, but when I went back to get it, she’d already left and locked the door. But it’s due tomorrow, and I’m already in trouble in there, so I had to get it. So, I went around outside, and her window lock wasn’t that hard to open, and I—” "Wait," I interrupted. "You broke into a classroom?" "Yeah, but that’s not the problem." Behind me, I heard a choking laugh from Ms. Terwilliger’s desk. "Go on," I said wearily. "Well, when I climbed through, I didn’t realize there was a bunch of stuff in the way, and I crashed into those plastic models of the human body she has. You know, the life size ones with all the parts inside? And bam!" Angeline held up her arms for effect. "Organs everywhere." She paused and looked at me expectantly. "So what are we going to do? I can’t get in trouble with her." "We?" I exclaimed. "Here," said Ms. Terwilliger. I turned around, and she tossed me a set of keys. From the look on her face, it was taking every ounce of self-control not to burst out laughing. "That square one’s a master. I know for a fact she has yoga and won’t be back for the rest of the day. I imagine you can repair the damage—and retrieve the homework—before anyone’s the wiser.” I knew that the “you” in “you can repair” meant me. With a sigh, I stood up and packed up my things. “Thanks,” I said. As Angeline and I walked down to the science wing, I told her, “You know, the next time you’ve got a problem, maybe come to me before it becomes an even bigger problem.” "Oh no," she said nobly. "I didn’t want to be an inconvenience." Her description of the scene was pretty accurate: organs everywhere. Miss Wentworth had two models, male and female, with carved out torsos that cleverly held removable parts of the body that could be examined in greater detail. Wisely, she had purchased models that were only waist-high. That was still more than enough of a mess for us, especially since it was hard to tell which model the various organs belonged to. I had a pretty good sense of anatomy but still opened up a textbook for reference as I began sorting. Angeline, realizing her uselessness here, perched on a far counter and swing her legs as she watched me. I’d started reassembling the male when I heard a voice behind me. "Melbourne, I always knew you’d need to learn about this kind of thing. I’d just kind of hoped you’d learn it on a real guy." I glanced back at Trey, as he leaned in the doorway with a smug expression. “Ha, ha. If you were a real friend, you’d come help me.” I pointed to the female model. “Let’s see some of your alleged expertise in action.” "Alleged?" He sounded indignant but strolled in anyways. I hadn’t really thought much about asking him for help. Mostly I was thinking this was taking much longer than it should, and I had more important things to do with my time. It was only when he came to a sudden halt that I realized my mistake. "Oh," he said, seeing Angeline. "Hi." Her swinging feet stopped, and her eyes were as wide as his. “Um, hi.” The tension ramped up from zero to sixty in a matter of seconds, and everyone seemed at a loss for words. Angeline jerked her head toward the models and blurted out. “I had an accident.” That seemed to snap Trey from his daze, and a smile curved his lips. Whereas Angeline’s antics made me want to pull out my hair sometimes, he found them endearing.

Many experts lose the creativity and imagination of the less informed. They are so intimately familiar with known patterns that they may fail to recognize or respect the importance of the new wrinkle. The process of applying expertise is, after all, the editing out of unimportant details in favor of those known to be relevant. Zen master, Shunryu Suzuki said, “The mind of the beginner is empty, free of the habits of the expert, ready to accept, to doubt, and open to all the possibilities.

This explains the importance of staying just outside your comfort zone: you need to continually push to keep the body’s compensatory changes coming, but if you push too far outside your comfort zone, you risk injuring yourself and actually setting yourself back.

The first truly powerful and widespread impulse to anti-intellectualism in American politics was, in fact, given by the Jacksonian movement. Its distrust of expertise, its dislike for centralization, its desire to uproot the entrenched classes, and its doctrine that important functions were simple enough to be performed by anyone, amounted to a repudiation non only of the system of government by gentlemen which the nation had inherited from the eighteenth century, but also of the special value of the educated classes in civic life.

the invention of deep learning means that we are moving from the age of expertise to the age of data. Training successful deep-learning algorithms requires computing power, technical talent, and lots of data. But of those three, it is the volume of data that will be the most important going forward. That’s because once technical talent reaches a certain threshold, it begins to show diminishing returns. Beyond that point, data makes all the difference. Algorithms tuned by an average engineer can outperform those built by the world’s leading experts if the average engineer has access to far more data.

first, he called idiot savant. The type of person who is so smart in his or her field of expertise that their mind is literally elsewhere. In layman’s terms he explained that these people were smart in school and dumb on the bus. The second category was made up of perfectionists, people who were incapable of letting go of one task and moving on to another. These people were always playing catch-up, rarely rose to any real position of power, and needed to be managed properly. The third category, and the one to be most wary of, were the egomaniacs. These were the people who not only felt that their time was more important than anyone else’s, but who needed to prove it by constantly making others wait

Public debate over almost everything devolves into trench warfare, in which the most important goal is to establish that the other person is wrong.

Enthusiasm is more important to mastery than innate ability, it turns out, because the single most important element in developing an expertise is your willingness to practice.

We shouldn't let our envy of distinguished masters of the arts distract us from the wonder of how each of us gets new ideas. Perhaps we hold on to our superstitions about creativity in order to make our own deficiencies seem more excusable. For when we tell ourselves that masterful abilities are simply unexplainable, we're also comforting ourselves by saying that those superheroes come endowed with all the qualities we don't possess. Our failures are therefore no fault of our own, nor are those heroes' virtues to their credit, either. If it isn't learned, it isn't earned. When we actually meet the heroes whom our culture views as great, we don't find any singular propensities––only combinations of ingredients quite common in themselves. Most of these heroes are intensely motivated, but so are many other people. They're usually very proficient in some field--but in itself we simply call this craftmanship or expertise. They often have enough self-confidence to stand up to the scorn of peers--but in itself, we might just call that stubbornness. They surely think of things in some novel ways, but so does everyone from time to time. And as for what we call "intelligence", my view is that each person who can speak coherently already has the better part of what our heroes have. Then what makes genius appear to stand apart, if we each have most of what it takes? I suspect that genius needs one thing more: in order to accumulate outstanding qualities, one needs unusually effective ways to learn. It's not enough to learn a lot; one also has to manage what one learns. Those masters have, beneath the surface of their mastery, some special knacks of "higher-order" expertise, which help them organize and apply the things they learn. It is those hidden tricks of mental management that produce the systems that create those works of genius. Why do certain people learn so many more and better skills? These all-important differences could begin with early accidents. One child works out clever ways to arrange some blocks in rows and stacks; a second child plays at rearranging how it thinks. Everyone can praise the first child's castles and towers, but no one can see what the second child has done, and one may even get the false impression of a lack of industry. But if the second child persists in seeking better ways to learn, this can lead to silent growth in which some better ways to learn may lead to better ways to learn to learn. Then, later, we'll observe an awesome, qualitative change, with no apparent cause--and give to it some empty name like talent, aptitude, or gift.

How beautiful or handsome you are it doesn't depend on your skin color, body height, weight, age, race, origin & faith. It depends on the level of your confidence, optimism, nimbleness, look and smile. How important you are to people it doesn't depend on your appearance, money, power, family and education. It depends on the level of your honesty, expertise, kindness and love.

It is important to remember that regardless of expertise, credential, or experience, none of us is infallible. We can all be wrong and so should not be placed above honest question or challenge.

Hiring a lobbyist aligned with a powerful politician is more important than hiring a lobbyist with a certain expertise or experience. Hiring a former staff member or family member is better still.

In other words, if you wanted good government, then expertise mattered. You needed public institutions stocked with people whose job it was to pay attention to important stuff so the rest of us citizens didn’t have to. And it was thanks to those experts that Americans could worry less about the quality of the air we breathed or the water we drank, that we had recourse when employers failed to pay us the overtime we were due, that we could count on over-the-counter drugs not killing us, and that driving a car or flying on a commercial airplane was exponentially safer today than it had been just twenty or thirty or fifty years ago. The “regulatory state” conservatives complained so bitterly about had made American life a hell of a lot better.

John Bonavia says, Effective sales and marketing requires talent, expertise, effort, and consistency. If that doesn't exist inside your organization, then it's important that you find an outside resource that can help you develop and implement your strategy.

Fast flow requires restricting communication between teams. Team collaboration is important for gray areas of development, where discovery and expertise is needed to make progress. But in areas where execution prevails—not discovery—communication becomes an unnecessary overhead.

This illustrates an important point: then as now, Americans tend to think about issues like macroeconomic policy or foreign affairs only when things go wrong. The rest of the time, they remain happily unaware of the policies and processes that function well everyday while the nation goes about its business.

If your whole team consists of novice programmers, your expertise will give you considerable power; but if the other team members are also experts, they will attach less importance to your technical expertise. In that case, they’ll pay more attention to organizational power, like the power to acquire extra hardware, to extend the schedule, or to capture a more interesting assignment.

most important distinction in the investment world does not separate individuals and institutions; the most important distinction divides those investors with the ability to make high quality active management decisions from those investors without active management expertise. Few institutions and even fewer individuals exhibit the ability and commit the resources to produce risk-adjusted excess returns.

We professors play the roles of trainers, giving people access to the equipment (books, labs, our expertise) and after that, it is our job to be demanding. We need to make sure that our students are exerting themselves. We need to praise them when they deserve it and to tell them honestly when they have it in them to work harder. Most importantly, we need to let them know how to judge for themselves how they’re coming along.

Remain Healthy All Day: Drink a spoonful of oil every morning. Reach up with your arms and extend your body to its full height. Use a warm towel to dry the cat. Consider a philosophical idea larger than your area of expertise. Avoid getting cancer. Chalk up bad decisions to outside influences. Don't take your father too seriously. Play a game where you close your eyes very tightly, and when you open your eyes, you have amnesia and you must draw the details of your life from your surroundings. Give up smoking, drinking, and poetic verse. Remind yourself how important you are to your friends or at least your animals. Wax the floor in socks. Enter into a healthy, monogamous relationship. Consider briefly the idea of a soulmate. Light an entire box of matches and throw it into the sink. Hold a metal rod to the heavens and beg for whatever comes next.

Research on organised abuse emphasises the diversity of organised abuse cases, and the ways in which serious forms of child maltreatment cluster in the lives of children subject to organised victimisation (eg Bibby 1996b, Itziti 1997, Kelly and Regan 2000). Most attempts to examine organised abuse have been undertaken by therapists and social workers who have focused primarily on the role of psychological processes in the organised victimisation of children and adults. Dissociation, amnesia and attachment, in particular, have been identified as important factors that compel victims to obey their abusers whilst inhibiting them from disclosing their abuse or seeking help (see Epstein et al. 2011, Sachs and Galton 2008). Therapists and social workers have surmised that these psychological effects are purposively induced by perpetrators of organised abuse through the use of sadistic and ritualistic abuse. In this literature, perpetrators are characterised either as dissociated automatons mindlessly perpetuating the abuse that they, too, were subjected to as children, or else as cruel and manipulative criminals with expert foreknowledge of the psychological consequences of their abuses. The therapist is positioned in this discourse at the very heart of the solution to organised abuse, wielding their expertise in a struggle against the coercive strategies of the perpetrators. Whilst it cannot be denied that abusive groups undertake calculated strategies designed to terrorise children into silence and obedience, the emphasis of this literature on psychological factors in explaining organised abuse has overlooked the social contexts of such abuse and the significance of abuse and violence as social practices.

If your response to an idea is immediate, unless you have built up years of expertise on the broader topic, it's most likely going to be shallow and uninteresting. Whether people immediately agree with you is no marker of whether what you are saying is true or right - you have to think for yourself. Reality can only be understood sensibly by adopting the opposite messages to Twitter. The world is complex and requires steady focus to be understood; it needs to be thought about and comprehended slowly; and most important truths will be unpopular when they are first articulated.

How anyone decides what to put in a book is a mystery to me. You don't leave you details in scientific writing, as that's a fantastic way to get your paper rejected. You need to explain exactly what happened in precise language with as little subjectivity as possible. That's how I'm used to communicating, but I've been consistently if subtly informed that that will not do in this situation, and I know how important it is to trust expertise. I'm just supposed to *decide* what is interesting and/or important, which mostly means that every word I write makes me more and more anxious.

Laypeople complain about the rule of experts and they demand greater involvement in complicated national questions, but many of them only express their anger and make these demands after abdicating their own important role in the process: namely, to stay informed and politically literate enough to choose representatives who can act on their behalf. In the words of Ilya Somin, “When we elect government officials based on ignorance, they rule over not only those who voted for them but all of society. When we exercise power over other people, we have a moral obligation to do so in at least a reasonably informed way.”17

It should not be supposed that every advance in human knowledge increases the amount of information that has to be mastered by professionals. On the contrary, some of the most important progress in science is the discovery and testing of powerful new theories that allow large numbers of facts to be subsumed under a few general principles. There is a constant competition between the elaboration of knowledge and its compression into more parsimonious form by theories. Hence it is not safe to say that the professional chemist must learn more today than a half century ago, before the general laws of quantum mechanics were announced.

How to Pick Your Niche So if your topic on YouTube is so important, how do you pick a topic? Passion, Expertise and Money! There’s a lot of advice on picking a topic whether you’re starting a YouTube channel, a blog or even a business. It can all be boiled down to those three words. What do you enjoy talking about, what’s your passion? You’re going to be doing a lot of research, writing and talking about this topic. It might be a while before you make any real money for that paycheck motivation. You better enjoy talking about it. Besides that, people will sense your passion for the material and that enthusiasm will be contagious.

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.

I'd compare college tuition to paying for a personal trainer at an athletic club. We professors play the roles of trainers, giving people access to the equipment (books, labs, our expertise) and after that, it is our job to be demanding. We need to make sure that our students are exerting themselves. We need to praise them when they deserve it and to tell them honestly when they have it in them to work harder. Most importantly, we need to let them know how to judge for themselves how they're coming along. The great thing about working out at a gym is that if you put in effort, you get very obvious results. The same should be true of college. A professor's job is to teach students how to see their minds growing in the same way they can see their muscles grow when they look in a mirror.

Chapter 20 we will explore in far greater depth how to avoid brainwashing and how to distinguish reality from fiction. Here I would like to offer two simple rules of thumb. First, if you want reliable information, pay good money for it. If you get your news for free, you might well be the product. Suppose a shady billionaire offered you the following deal: “I will pay you $30 a month, and in exchange you will allow me to brainwash you for an hour every day, installing in your mind whichever political and commercial biases I want.” Would you take the deal? Few sane people would. So the shady billionaire offers a slightly different deal: “You will allow me to brainwash you for one hour every day, and in exchange, I will not charge you anything for this service.” Now the deal suddenly sounds tempting to hundreds of millions of people. Don’t follow their example. The second rule of thumb is that if some issue seems exceptionally important to you, make the effort to read the relevant scientific literature. And by scientific literature I mean peer-reviewed articles, books published by well-known academic publishers, and the writings of professors from reputable institutions. Science obviously has its limitations, and it has gotten many things wrong in the past. Nevertheless, the scientific community has been our most reliable source of knowledge for centuries. If you think the scientific community is wrong about something, that’s certainly possible, but at least know the scientific theories you are rejecting, and provide some empirical evidence to support your claim. Scientists, for their part, need to be far more engaged with current public debates. Scientists should not be afraid of making their voices heard when the debate wanders into their field of expertise, be it medicine or history. Of course, it is extremely important to go on doing academic research and to publish the results in scientific journals that only a few experts read. But it is equally important to communicate the latest scientific theories to the general public through popular science books, and even through the skillful use of art and fiction. Does that mean scientists should start writing science fiction? That is actually not such a bad idea. Art plays a key role in shaping people’s views of the world, and in the twenty-first century science fiction is arguably the most important genre of all, for it shapes how most people understand things such as AI, bioengineering, and climate change. We certainly need good science, but from a political perspective, a good science-fiction movie is worth far more than an article in Science or Nature.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Adults can distinguish race from very minimal clues. Stanford researchers showed subjects just the front slices of plain, black profiles—the face from forehead to chin, without the hair. Subjects could tell the race of the profile (80 percent of the time) more often than they could tell the sex (70 percent), or the age within 10 years (68 percent). Race is commonly equated with skin color, but all the profiles were black. It is obviously important for adults to tell the sexes apart, but they were even better at telling races apart. Magnetic resonance imaging (MRI) has been used to determine that what is called the fusiform region of the brain may be associated with the other-race effect. The fusiform region is involved in expert appraisal. In a bird-watcher’s brain, for example, the region lights up at the sight of a bird. All people have considerable expertise in recognizing human faces, but MRI scans show greater fusiform activity—expert appraisal activity—when they are looking at faces of their own race.

The objection that science is self-correcting and thus needs no outside interference overlooks, first, that every enterprise is self-correcting (look at what happened to the Catholic Church after Vatican II) and, secondly, that in a democracy the self-correction of the whole which tries to achieve more humane ways of living overrules the self-correction of the parts which has a more narrow aim -- unless the parts are given temporary independence. Hence in a democracy local populations not only will, but also should, use the sciences in ways most suitable to them. The objection that citizens do not have the expertise to judge scientific matters overlooks that important problems often lie across the boundaries of various sciences so that scientists within these sciences don't have the needed expertise either. Moreover, doubtful cases always produce experts for the one side, experts for the other side, and experts in between. But the competence of the general public could be vastly improved by an education that exposes expert fallibility instead of acting as if it did not exist. (Chapter 19)

YOUR OPINION OF EXPERTISE IN YOUR OWN FIELD OF EXPERTISE Experts are in bad odor these days. In courtrooms, expert witnesses flatly contradict each other. In the media, experts analyze the news in ways that reflect Hume’s concept of sentiment rather than his concept of judgment. But away from the spotlight, expertise still has a meaning that virtually all readers can understand for themselves because virtually all of you can call upon something in your life on which you are an expert. Now ask yourself whether you share this common tendency: On topics about which we know little, we are dismissive of the importance of expertise (“I don’t know much about art, but I know what I like”). On topics about which we know a great deal, we are dismissive of amateur opinions. The difference between these two reactions is that one has an empirical basis and the other doesn’t. On topics about which we know little, we by definition have no way of knowing that expertise is unimportant. On topics about which we know a lot, we have concrete reasons for concluding that amateur observations are either wrong or boringly obvious.

The strength of Us/Them-ing is shown by its emergence in kids. By age three to four, kids already group people by race and gender, have more negative views of such Thems, and perceive other-race faces as being angrier than same-race faces.8 And even earlier. Infants learn same-race faces better than other-race. (How can you tell? Show an infant a picture of someone repeatedly; she looks at it less each time. Now show a different face—if she can’t tell the two apart, she barely glances at it. But if it’s recognized as being new, there’s excitement, and longer looking).9 Four important thoughts about kids dichotomizing: Are children learning these prejudices from their parents? Not necessarily. Kids grow in environments whose nonrandom stimuli tacitly pave the way for dichotomizing. If an infant sees faces of only one skin color, the salient thing about the first face with a different skin color will be the skin color. Racial dichotomies are formed during a crucial developmental period. As evidence, children adopted before age eight by someone of a different race develop the expertise at face recognition of the adoptive parent’s race.10

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

1. First, we admire people who work hard. We dislike passengers who don’t pull their weight in the boat. 2. We admire people with first-class brains, because you cannot run a great advertising agency without brainy people. 3. We admire people who avoid politics – office politics, I mean. 4. We despise toadies who suck up to their bosses; they are generally the same people who bully their subordinates. 5. We admire the great professionals, the craftsmen who do their jobs with superlative excellence. We notice that these people always respect the professional expertise of their colleagues in other departments. 6. We admire people who hire subordinates who are good enough to succeed them. We pity people who are so insecure that they feel compelled to hire inferior specimens as their subordinates. 7. We admire people who build up and develop their subordinates, because this is the only way we can promote from within the ranks. We detest having to go outside to fill important jobs, and I look forward to the day when that will never be necessary. 8. We admire people who practice delegation. The more you delegate, the more responsibility will be loaded upon you. 9. We admire kindly people with gentle manners who treat other people as human beings – particularly the people who sell things to us. We abhor quarrelsome people. We abhor people who wage paper warfare. We abhor buck passers, and people who don’t tell the truth. 10. We admire well-organized people who keep their offices shipshape, and deliver their work on time. 11. We admire people who are good citizens in their communities – people who work for their local hospitals, their church, the PTA, the Community Chest and so on.

He was the son of a very wealthy industrialist who was to play a rather important part in the organizing of the next International Exhibition. I was struck by how knowledgeable this young man and the other few male friends of the girls were in things like clothes, ways of wearing them, cigars, English drinks, horses—a form of erudition that in him was highly developed, which he wore with a proud infallibility, reminiscent of the scholar’s modest reticence—an expertise that was quite selfsufficient, without the slightest need for any accompanying intellectual cultivation. He could not be faulted on the appropriate occasions for wearing dinner jacket or pajamas, but he had no idea of how to use certain words, or even of the most elementary rules of good grammar. That disparity between two cultures must have been shared by his father, who, in his capacity as president of the Association of Property Owners of Balbec, had written an open letter to his constituents, now to be seen as a placard on all the walls, in which he said, “I was desirous of talking to the Mayor about this matter, however, he was of a mind to not hear me out on my just demands.” At the Casino, Octave won prizes in all the dancing competitions—the Boston dip, the tango, and so on—a qualification, if he should ever need one, for a good marriage, among seaside society, a milieu in which a young girl quite literally ends up married to her “partner.” He lit a cigar and said to Albertine, “If you don’t mind,” as one excuses oneself for going on with an urgent piece of work in the presence of someone. For he always “had to be doing something,” though in fact he never did anything. Just as a total lack of activity can eventually have the same effects as overwork, whether in the emotional domain or in the domain of the body and its muscles, the constant intellectual vacuum that resided behind the pensive forehead of Octave had had the result, despite his undisturbed air, of giving him ineffectual urges to think, which kept him awake at night, as though he were a metaphysician with too much on his mind.

We usually think of empires as violent undertakings. As Frantz Fanon observed in the 1960s, the process of conquering and governing a colony is, by definition, violent. But in the context of global capitalism, empire has a more expansive meaning. Capitalist empires are not simply the states capable of winning the most wars; they are the command centers of the capitalist world system. Their corporations are the largest and most powerful multinationals, extracting profits from all corners of the globe and sucking them back to the imperial core. Their financial institutions are some of the most important nodes in the networks of global finance. The priorities of their governments are forcefully communicated to -and sometimes enforced upon- less powerful states. In fact, at the global level it is much easier to see the equivalence between economic and political power than it is domestically. The power of US businesses abroad is maintained through an international order that prioritizes the interests of US capital, promulgated by the US government and its allies. The power of US finance rests on the central role played by the dollar as the global reserve currency, which is it self a function of American military, political, and economic might. American military power, meanwhile, stems from and helps to reinforce the power of a web of military contractors, weapons manufacturers, and research hubs that provide the expertise and equipment needed to maintain its supremacy. In certain parts of the world, as in Iraq after its invasion, the US government has rules through private corporations like Halliburton. Empire is, then, about more than formal colonization -it refers to all the processes through which the world's most powerful capitalist institutions plan who gets what at the level of the world economy. Throughout history, this imperial power has often been exercised through horrendous acts of violence that have warped the development of entire societies for decades. But today, it is often exerted in far more covert ways, such as through the secretive system of international courts or international financial institutions imposing rigid conditions on countries trying to access emergency lending.

Delegation—the assigning of things (work or a task) to individuals. Jethro told Moses to delegate the lesser tasks so he could focus on the major issues of leading the nation of Israel to the promised land. Delegation involves three important elements: Clearly assigning the responsibility the individual is entrusted with. Granting the necessary authority and ability to accomplish the task assigned. Holding the person accountable for the completion of the assigned task. Delegation is not giving an unpleasant task to someone, nor is it getting rid of work to make your workday less than responsible. It is, however: Sharing the work with individuals who have the capability so that you may concentrate on more challenging or more difficult assignments. Providing a format whereby individuals can mature and learn through on-the-job work. Encouraging others to become part of the organization by participative task accomplishment. Allowing individuals to exercise their special gifts and abilities. An important element of the organizational structure of the church is the granting of authority to accomplish the task. Authority is the right to invoke compliance by subordinates on the basis of the formal position in the organizational structure and upon the controls the formal organization has placed on that position. Authority is linked to the position, not the person. Authority is derived in various ways: Position Reputation Experience Expertise Authority and responsibility are directly linked. When you give someone responsibility for a task, then the individual should be given the ability to see to it that the task is accomplished. Responsibility and accountability are also directly linked. If the individual is given the responsibility for a task as well the authority/ability to see to its accomplishment, then it is the manager or administrator’s responsibility to hold the individual accountable to complete the task in the manner assigned and planned. Elements of describing the use of organizational authority include: The use of an organizational chart that establishes the chain of command. The use of functional authority, assigning to individuals in other elements of the organization the authority to administer and control elements of the organization outside their own. Defining span of control, defining within the task assignment specifically what elements of the organization the individual has authority over.

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am indebted to a host of professionals who have influenced my concepts of love. Among them are psychiatrists Ross Campbell and Judson Swihart. For editorial assistance, I am indebted to Debbie Barr, Cathy Peterson, and Betsey Newenhuyse. The technical expertise of Tricia Kube and Don Schmidt made it possible to meet publication deadlines. Last, and most important, I want to express my gratitude to the hundreds of couples who, over the years, have shared the intimate side of their lives with me. This

According to Harvard University’s Atlas of Economic Complexity, the key to driving economic growth is not so much individual experts as the combination of expertise required to make complex products: for example, the mix of experience in batteries, liquid crystals, semiconductors, software, metallurgy, and lean manufacturing required to make a smartphone. The fastest way to secure this array of talent is to import it. The same idea applies to more and more fields in an age when even cooking has become culinary science.

Diversity, Equal Opportunity, and Success are Core Principals Driving the Mission of the Green Card Organization of the United States of America The Green Card Organization is a reputable institution that provides a service for individuals who have a desire to immigrate by implementing a wide variety of services from basic to the most complex. The Green Card Organization can ensure error-free applications by assisting any individual who requires additional aid to simplify the process and guarantee a complete and accurate submission. Plenty of legal procedures are made easier, and by working with the Green Card Organization, their specialized services can fit the need of any client. The Green Card Organization provides expertise on the Diversity Visa (DV) lottery program. This program can be difficult to complete without error, as over 40% of applicants that are self-handled are disqualified due to inaccurate information. This lottery allows only one submission per year, and the Green Card Organization believes their assistance will guarantee qualification and the possibility of obtaining a Green card. “For everyone the process of receiving a Green card is different, however when that amazing moment comes that you will receive confirmation, we will be here to help. Time is of the essence when it comes to the process of a successful Green card applicant, it is important to go through the immigration process according to the timeline and correctly. Delays in the process can result in termination. Here at our organization, we will make sure that everything happens quickly and correctly for you. Our team of immigration experts will keep everything on track and assist you with all the necessary procedures. We provide personalized services and will make sure that no opportunity is missed to help each and every one of our clients achieve their goal. Your success is our success!” The Green Card Organization website provides important immigration information, such as different ways to obtain a Green card. The Green Card Organization explains that one of the most common ways to receive a Green card is through the sponsorship of a family member. The family member must be a U.S. citizen, or a Green card holder themselves. Additional details describe instances on who is permitted to apply for a Green card so the client is able to make certain they are eligible. Another way the Green Card Organization explains how to obtain a Green card is through a job, meaning their professional background and/or business dealings. An employer can petition for an employee to get a Green card, but they first must obtain a labor certification and file Form I-140, known as the Immigrant Petition for Alien Worker. Other individuals who deal in American Investments may apply for the Green card if they have sizeable assets in the United States. Any individual can self-petition and apply for a Green card without a labor certification as long as they are able to prove that they considerably contribute to the American workforce. The Green Card Organization provides a list of special jobs regarding professionals who are permitted to apply for a Green card with Form I-360, known as the Petition of Amerasian, Widow(er), or Special Immigrant.

The single most important element in developing an expertise is your willingness to practice

One assumption that is already being shattered is the idea that only routine, semi-skilled jobs like taxi driving, food delivery, or household chores are susceptible. Even traditional professions like medicine and law are proving to be susceptible to platform models. We’ve already mentioned Medicast, which applies an Uber-like model to finding a doctor. Several platform companies are providing online venues where legal services are available with comparable ease, speed, and convenience. Axiom Law has built a $200 million platform business by using a combination of data-mining software and freelance law talent to provide legal guidance and services to business clients; InCloudCounsel claims it can process basic legal documents such as licensing forms and nondisclosure agreements at a savings of up to 80 percent compared with a traditional law firm.11 In the decades to come, it seems likely that the platform model will be applied—or at least tested—in virtually every market for labor and professional services. How will this trend impact the service industries—not to mention the working lives of hundreds of millions of people? One likely result will be an even greater stratification of wealth, power, and prestige among service providers. Routine and standardized tasks will move to online platforms, where an army of relatively low-paid, self-employed professionals will be available to handle them. Meanwhile, the world’s great law firms, medical centers, consulting partnerships, and accounting practices will not vanish, but their relative size and importance will shrink as much of the work they used to do migrates to platforms that can provide comparable services at a fraction of the cost and with far greater convenience. A surviving handful of world-class experts will increasingly focus on a tiny subset of the most highly specialized and challenging assignments, which they can tackle from anywhere in the world using online tools. Thus, at the very highest level of professional expertise, winner-take-all markets are likely to emerge, with (say) two dozen internationally renowned attorneys competing for the splashiest and most lucrative cases anywhere on the globe.

And when voters lose control of these important decisions, they risk the hijacking of their democracy by ignorant demagogues, or the more quiet and gradual decay of their democratic institutions into authoritarian technocracy. Experts, too, have an important responsibility in a democracy, and it is one they’ve shirked in recent decades.

Forensic DNA Expert Anil Gupta offer a variety of DNA forensic testing systems including STR, Y-STR, and mitochondrial DNA. The DNA Sample in Forensic Analysis can be collected from blood, saliva, perspiration, hair, teeth, mucus, finger nails, semon and these can be found almost anywhere at crime scence. Anil Gupta is here to help make sense of this complex scientific issue and to testify before the court on these issues when necessary. Initial Consultation is FREE – If you send us the report we will lend you our expertise to help you understand your situation. Written Reports and Affidavits Discovery Documents – free by request, all you need to obtain the entire laboratory case file Mike is a leading forensic DNA expert with considerable experience in forensic biology. He is a clear and balanced expert opinion highly qualified provider to help lawyers, attorneys and lawyers support their clients and the criminal justice system. He is a very experienced scientist, whose career has focused on developing the ability to DNA analysis, defining standards, interpreting results, explaining evidence and providing advice to help both the defense and Processing equipment. Mike has a great depth of technical knowledge. As the chief DNA scientist (head of discipline) with the former Forensic Science Service (FSS), he established technical standards for DNA analytical processes, staff competencies and training. He was head of the Specialist Unit at FSS DNA and led the creation of the first dedicated facility of ultra-clean low template DNA. He has led the validation and implementation of several important new DNA processes. Through audit and process review, it can provide an effective and risk-based quality assurance, as it has for many years to the FSS, to the National DNA Database and to the courts.

When you don't have domain expertise, it's important to resist the temptation to make intuitive judgments and think analytically instead. Intuition

The two most important facts about grade inflation, however, are that it exists and that it suffuses students with unwarranted confidence in their abilities. Almost every institution of higher education is complicit in what is essentially collusion on grades, driven on one side by market pressures to make college fun, to make students attractive to employers, and to help vulnerable professors escape the wrath of dissatisfied students, and on the other by irresponsible notions about the role of self-esteem in education. RATE

The Ultimate Guide To SEO In The 21st Century Search engine optimization is a complex and ever changing method of getting your business the exposure that you need to make sales and to build a solid reputation on line. To many people, the algorithms involved in SEO are cryptic, but the basic principle behind them is impossible to ignore if you are doing any kind of business on the internet. This article will help you solve the SEO puzzle and guide you through it, with some very practical advice! To increase your website or blog traffic, post it in one place (e.g. to your blog or site), then work your social networking sites to build visibility and backlinks to where your content is posted. Facebook, Twitter, Digg and other news feeds are great tools to use that will significantly raise the profile of your pages. An important part of starting a new business in today's highly technological world is creating a professional website, and ensuring that potential customers can easily find it is increased with the aid of effective search optimization techniques. Using relevant keywords in your URL makes it easier for people to search for your business and to remember the URL. A title tag for each page on your site informs both search engines and customers of the subject of the page while a meta description tag allows you to include a brief description of the page that may show up on web search results. A site map helps customers navigate your website, but you should also create a separate XML Sitemap file to help search engines find your pages. While these are just a few of the basic recommendations to get you started, there are many more techniques you can employ to drive customers to your website instead of driving them away with irrelevant search results. One sure way to increase traffic to your website, is to check the traffic statistics for the most popular search engine keywords that are currently bringing visitors to your site. Use those search words as subjects for your next few posts, as they represent trending topics with proven interest to your visitors. Ask for help, or better yet, search for it. There are hundreds of websites available that offer innovative expertise on optimizing your search engine hits. Take advantage of them! Research the best and most current methods to keep your site running smoothly and to learn how not to get caught up in tricks that don't really work. For the most optimal search engine optimization, stay away from Flash websites. While Google has improved its ability to read text within Flash files, it is still an imperfect science. For instance, any text that is part of an image file in your Flash website will not be read by Google or indexed. For the best SEO results, stick with HTML or HTML5. You have probably read a few ideas in this article that you would have never thought of, in your approach to search engine optimization. That is the nature of the business, full of tips and tricks that you either learn the hard way or from others who have been there and are willing to share! Hopefully, this article has shown you how to succeed, while making fewer of those mistakes and in turn, quickened your path to achievement in search engine optimization!

Most importantly, it is a gift that every one of us is born with and can, with the right approach, take advantage of.

Can you give us some examples of the intangible benefits being conveyed by a salesperson? Absolutely. Here’s a partial list of some of the things you might bring to the table in a sale: • Integrity • Honesty • Thought leadership • Competence • Confidence • Capability • Responsiveness • Accountability • Follow-through • Comfort level • Humility • Attitude • Vision • Being forthright • Humor • Knowledge • Experience • Expertise • Understanding • Empathy • Caring …just to name a few. Of course, I can keep going. A successful rep is also hardworking, diligent, well prepared, credible, purposeful, professional, relevant, and customer focused, rather than self-serving. Are these intangible benefits important in the strategic sales process? You bet they are! In fact, your ability to convey many of these qualities in a short period of time is likely to be the difference between gaining the customer’s trust or losing the sale. The challenge for sellers is knowing how to convey this much intangible value without trying to personally claim it.

Keeping up with the content of accelerating change is really hard. Naturally we all share the inclination to focus on what we know, on our industry, or on our area of expertise, where we can be comfortable keeping up with what is changing. Yet trying to keep up with the content of accelerating change may actually be less important than keeping up with the context of accelerating change. There is a real difference between the content question “What changed?” and the context question “What is going on?” or “Why is this happening?

I have the greatest respect for conservation biologists. I care very much about conserving the rain forest and the wildlife in Indonesia, but I also found it disheartening. It often feels like you are fighting a losing battle, especially in areas where people depend so heavily on these natural resources for their own survival. After graduation, I decided to return to the original behavioral questions that motivated me. Although monogamy—both social and genetic—is rare in mammals, social monogamy is the norm in birds. Plus, birds are everywhere. I figured that if I turned my attention to studying our feathered friends, I wouldn’t have to spend months on end trying to secure research permits and travel visas from foreign governments. I wouldn’t even have to risk getting bitten by leeches (a constant problem in the Mentawais*). Birds seemed like the perfect choice for my next act. But I didn’t know anyone who studied birds. My PhD was in an anthropology department, without many links to researchers in biology departments. Serendipitously, while applying for dozens of academic jobs, I stumbled across an advertisement for a position managing Dr. Ellen Ketterson’s laboratory at Indiana University. The ad described Ketterson’s long-term project on dark-eyed juncos. Eureka! Birds! At the time, her lab primarily focused on endocrinology methods like hormone assays (a method to measure how much of a hormone is present in blood or other types of biological samples), because they were interested in how testosterone levels influenced behavior. I had no experience with either birds or hormone assays. But I had spent the last several years developing DNA sequencing and genotyping skills, which the Ketterson lab was just starting to use. I hoped that my expertise with fieldwork and genetic work would be seen as beneficial enough to excuse my lack of experience in ornithology and endocrinology. I submitted my application but heard nothing back. After a while, I did something that was a bit terrifying at the time. Of the dozens of academic positions I had applied to, this felt like the right one, so I tried harder. I wrote to Dr. Ketterson again to clarify why I was so interested in the job and why I would be a good fit, even though on paper I seemed completely wrong for it. I described why I wanted to work with birds instead of primates. I explained that I had years of fieldwork experience in challenging environments and could easily learn ornithological methods. I listed my laboratory expertise and elaborated on how beneficial it could be to her research group, and how easily I could learn to do hormone assays and why they were important for my research too. She wrote me back. I got the job.

The most important mystery of ancient Egypt was presided over by a priesthood. That mystery concerned the annual inundation of the Nile flood plain. It was this flooding which made Egyptian agriculture, and therefore civilisation, possible. It was the centre of their society in both practical and ritual terms for many centuries; it made ancient Egypt the most stable society the world has ever seen. The Egyptian calendar itself was calculated with reference to the river, and was divided into three seasons, all of them linked to the Nile and the agricultural cycle it determined: Akhet, or the inundation, Peret, the growing season, and Shemu, the harvest. The size of the flood determined the size of the harvest: too little water and there would be famine; too much and there would be catastrophe; just the right amount and the whole country would bloom and prosper. Every detail of Egyptian life was linked to the flood: even the tax system was based on the level of the water, since it was that level which determined how prosperous the farmers were going to be in the subsequent season. The priests performed complicated rituals to divine the nature of that year’s flood and the resulting harvest. The religious elite had at their disposal a rich, emotionally satisfying mythological system; a subtle, complicated language of symbols that drew on that mythology; and a position of unchallenged power at the centre of their extraordinarily stable society, one which remained in an essentially static condition for thousands of years. But the priests were cheating, because they had something else too: they had a nilometer. This was a secret device made to measure and predict the level of flood water. It consisted of a large, permanent measuring station sited on the river, with lines and markers designed to predict the level of the annual flood. The calibrations used the water level to forecast levels of harvest from Hunger up through Suffering through to Happiness, Security and Abundance, to, in a year with too much water, Disaster. Nilometers were a – perhaps the – priestly secret. They were situated in temples where only priests were allowed access; Herodotus, who wrote the first outsider’s account of Egyptian life the fifth century BC, was told of their existence, but wasn’t allowed to see one. As late as 1810, thousands of years after the nilometers had entered use, foreigners were still forbidden access to them. Added to the accurate records of flood patters dating back centuries, the nilometer was an essential tool for control of Egypt. It had to be kept secret by the ruling class and institutions, because it was a central component of their authority. The world is full of priesthoods. The nilometer offers a good paradigm for many kinds of expertise, many varieties of religious and professional mystery. Many of the words for deliberately obfuscating nonsense come from priestly ritual: mumbo jumbo from the Mandinka word maamajomboo, a masked shamanic ceremonial dancer; hocus pocus from hoc est corpus meum in the Latin Mass. On the one hand, the elaborate language and ritual, designed to bamboozle and mystify and intimidate and add value; on the other the calculations that the pros make in private. Practitioners of almost every métier, from plumbers to chefs to nurses to teachers to police, have a gap between the way they talk to each other and they way they talk to their customers or audience. Grayson Perry is very funny on this phenomenon at work in the art world, as he described it in an interview with Brian Eno. ‘As for the language of the art world – “International Art English” – I think obfuscation was part of its purpose, to protect what in fact was probably a fairly simple philosophical point, to keep some sort of mystery around it. There was a fear that if it was made understandable, it wouldn’t seem important.

Enthusiasm is more important to mastery than innate ability, it turns out, because the single most important element in developing an expertise is your willingness to practice. Therefore,

Rework Your Network As you advance in your career, the advice you need changes. Preparing yourself for a new role calls for proactively restructuring your advice-and-counsel network. Early in your career, there is a premium on cultivating good technical advisers—experts in certain aspects of marketing or finance, for instance, who can help you get your work done. As you move to higher levels, however, it becomes increasingly important to get good political counsel and personal advice. Political counselors help you understand the politics of the organization, an understanding that is especially important when you plan to implement change. Personal advisers help you keep perspective and equilibrium in times of stress. Transforming your advice-and-counsel network is never easy; your current advisers may be close friends, and you may feel comfortable with technical advisers whose domains you know well. But it is essential to step back and recognize where you need to build your networks to compensate for blind spots and gaps in your own expertise or experience.

How exactly does social selling work? For the purposes of prospecting for new business, social selling involves contacting prospective customers on social media platforms, most commonly LinkedIn and Twitter. Here are some pointers: Cultivate a relationship: Social selling is not for the quick wins, generally speaking. You can start simply by following a prospect, engaging with their content, and then inviting them to connect. You want to draw their attention, but not overwhelm them. Don’t pitch right away: In the early days of social selling, it was possible to immediately pitch a prospect online with some success. That time has passed, so don’t assume that when someone accepts your connection request it means they want to buy from you. Be someone worth talking to: Your prospects will see your public profile, so be sure to demonstrate your expertise in your profile and content. If you’re still using your LinkedIn account as a resume, you’re doing it wrong. Move from online to offline: The goal of social selling is not to run through the entire sale over social media. As with all initial contacting, your goal is to set up a real-time conversation over the phone or in person. While nearly all great salespeople communicate with prospects across all three of these channels, it’s best to become confident with one before adding another. Cold calling, while unattractive to many, will yield the greatest number of opportunities to learn which offers and messaging resonate with our prospects. The skill of adapting to prospects in live conversation is invaluable throughout the sales process. In fact, it’s one of the most important skills to master in order to advance your sales career.

enthusiasm for their subject to motivate them, to bring their subject alive and make learning an exciting, vivid and enjoyable experience.    It is teachers’ passion for their subject that provides the basis for effective teaching and learning. These teachers use their subject expertise to engage students in meaningful learning experiences that embrace content, process and social climate. They create for and with their children opportunities to explore and build important areas of knowledge, and develop powerful tools for learning, within a supportive, collaborative and challenging classroom environment. (DfES, 2003a: paras 1–

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Feelings are more important than facts: if people think vaccines are harmful, or if they believe that half of the US budget is going to foreign aid, then it is “undemocratic” and “elitist” to contradict them.

The extent to which the distinction between “social” and “intellectual” is accepted as unproblematic by observers of science may have significant consequences for the reports about science which they produce. The Social and the Scientific: The Observer’s Dilemma At one extreme, we can envisage the wholesale adoption by an observer of the distinction mentioned above. In this case, the observer holds an assumption that scientific phenomena occupy a realm largely distinct from that of social phenomena, and that it is only to the latter that the concepts, procedures, and expertise of sociology can be applied. As a result, the procedures and achievements central to scientists’ work become largely immune from sociological explanation. Approaches which implicitly adopt this standpoint have been roundly criticised on several grounds. Rather than repeat these criticisms in detail, we shall merely outline some of the main critical themes. Firstly, the decision to concentrate only on “social” rather than “technical” aspects of science severely limits the range of phenomena that can be selected as appropriate for study. Put simply, this means that there is no point in doing sociology of science unless one can clearly identify the presence of some politician breathing down the necks of working scientists. Where there is no such obvious interference by external agencies, it is argued, science can proceed without the need for sociological analysis. This argument hinges on a particularly limited notion of the occasional influence of sociopolitical factors; the substance of science proceeds unaffected if such factors are absent. Secondly, emphasis on “social” in contradistinction to “technical” can lead to the disproportionate selection of events for analysis which appear to exemplify “mistaken” or “wrong” science. As we shall show, an important feature of fact construction is the process whereby “social” factors disappear once a fact is established. Since scientists themselves preferentially retain (or resurrect) the existence of “social” factors where things scientific are thought to have gone wrong, the adoption of the same viewpoint by an observer will necessarily lead him to the analysis of the way social factors affect, or have given rise to, “wrong” beliefs.

But since we know that practice is the single most important factor in determining a person’s ultimate achievement in a given domain, it makes sense that if genes do play a role, their role would play out through shaping how likely a person is to engage in deliberate practice or how effective that practice is likely to be.

Again, having diverse teams and consulting stakeholders is important and it ought to be done. But as a recent paper out of Columbia University found, they are not necessarily the most effective bias-identification and mitigation strategies.8 It’s more important, in the context of talking about bias mitigation in AI, that there exists expertise with regard to the ethical and legal risks that arise when training and testing your model.

Arabs & Garbage" Strange is the Arab story with garbage! Who told them who taught them to toss garbage randomly wherever and however they please? When will the Arabs understand that placing garbage in its right place will solve half of their environmental and societal problems? And the other half of their problems will be solved, too, as soon as they stop tossing out their human gems forcing out their most talented and qualified human capital to serve foreigners in foreign lands? When will the Arabs stop getting rid of their best minds, replacing them with foreign garbage they glorify simply because the foreign individuals have white skin and blue eyes and claim to possess skills and expertise the Arabs can’t survive without… When will the Arabs understand that placing garbage in its right place -be it the garbage that govern their countries or the foreign garbage they import – will solve all their problems? [Original poem published in Arabic on February 20, 2024 at ahewar.org]

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The success of product development and launch strategies for businesses in all industries is greatly influenced by best market research companies in Myanmar. These businesses enable businesses to make informed decisions that drive innovation and market penetration by providing valuable insights into consumer behaviors, market trends, and competitive landscapes. In today's dynamic business environment, it is essential for organizations looking to create competitive products and launch them successfully to comprehend the significance of market research. This article looks at how market research companies play a variety of roles in product development and launch strategies. It emphasizes the importance of working together, making decisions based on data, and taking advantage of market research trends for long-term growth and market leadership. 1. Companies' Introduction to Market Research An Overview of Business Market Research Market research is essential for helping businesses comprehend their market, competition, and customers. To make decisions based on accurate information, it involves gathering and evaluating data. Contribution of best market research companies in Myanmar to Product Development Market research firms are specialized in collecting insights that can be used to inform product development strategies for businesses. They assist in determining the demand for new products, assessing consumer behavior, and identifying market opportunities. 2. Understanding Consumer Needs and Preferences is Critical to Product Development Market research provides businesses with in-depth insights into consumer preferences, needs, and actions. In order to create products that resonate with the intended audience, this understanding is essential. Research can be used to assess market demand and potential, allowing businesses to make decisions about product development based on data. New products' chances of success are boosted while risks are reduced. 3. Utilizing Market Research for Launch Strategies Market Segmentation and Targeting Market research enables businesses to divide their target market into subsets based on behavior, psychographics, and demographics. For a more successful product launch, this segmentation helps tailor marketing strategies to specific consumer groups. Pricing and Positioning Strategies Businesses can figure out the best pricing strategy for their products based on consumer perceptions, competitor pricing, and market trends by conducting market research. Additionally, research aids in effectively positioning products in the market to set them apart from rivals. 4. Collaborating with Market Research Firms Choosing the Right Market Research Partner It is essential to select the right market research partner in order to obtain insights that are both accurate and applicable. Expertise, industry experience, and the capacity to provide insights that are in line with the company's goals should all be taken into account. Creating Effective Research Briefs Businesses should provide their market research partner with concise and in-depth research briefs to maximize the value of the research. A clearly defined brief assists in ensuring that the research is focused, pertinent, and in line with the company's objectives. 5. Studies of Cases: Product Launches That Work: The Importance of Market Research Market research is essential to the success of product launches. We are able to see the direct impact of market research on product development strategies by analyzing real-world examples. Market research companies offer valuable insights that can make or break a product launch, from comprehending consumer preferences to determining market gaps. ### Impact of Market Research on Product Launches Market research has a significant impact on product launches because it ensures that businesses know what their target audience wants and needs. Companies are able to effectively f

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Excellence in Statistics: Rigor Statisticians are specialists in coming to conclusions beyond your data safely—they are your best protection against fooling yourself in an uncertain world. To them, inferring something sloppily is a greater sin than leaving your mind a blank slate, so expect a good statistician to put the brakes on your exuberance. They care deeply about whether the methods applied are right for the problem and they agonize over which inferences are valid from the information at hand. The result? A perspective that helps leaders make important decisions in a risk-controlled manner. In other words, they use data to minimize the chance that you’ll come to an unwise conclusion. Excellence in Machine Learning: Performance You might be an applied machine-learning/AI engineer if your response to “I bet you couldn’t build a model that passes testing at 99.99999% accuracy” is “Watch me.” With the coding chops to build both prototypes and production systems that work and the stubborn resilience to fail every hour for several years if that’s what it takes, machine-learning specialists know that they won’t find the perfect solution in a textbook. Instead, they’ll be engaged in a marathon of trial and error. Having great intuition for how long it’ll take them to try each new option is a huge plus and is more valuable than an intimate knowledge of how the algorithms work (though it’s nice to have both). Performance means more than clearing a metric—it also means reliable, scalable, and easy-to-maintain models that perform well in production. Engineering excellence is a must. The result? A system that automates a tricky task well enough to pass your statistician’s strict testing bar and deliver the audacious performance a business leader demands. Wide Versus Deep What the previous two roles have in common is that they both provide high-effort solutions to specific problems. If the problems they tackle aren’t worth solving, you end up wasting their time and your money. A frequent lament among business leaders is, “Our data science group is useless.” And the problem usually lies in an absence of analytics expertise. Statisticians and machine-learning engineers are narrow-and-deep workers—the shape of a rabbit hole, incidentally—so it’s really important to point them at problems that deserve the effort. If your experts are carefully solving the wrong problems, your investment in data science will suffer low returns. To ensure that you can make good use of narrow-and-deep experts, you either need to be sure you already have the right problem or you need a wide-and-shallow approach to finding one.

While the lean approach has found great favor in both new and old enterprises, companies fail when they devote all their resources to a single product. As market saturation occurs faster all the time, the capacity to generate new products has become more important than the specialized expertise needed to create just one, no matter how enthusiastically customers embrace it. Focusing every resource on one product, even after it’s clear customers have tired of it, leads to trapped value within the enterprise, where talented developers and smart entrepreneurs miss out on the chance to innovate with the next wave of new technologies. If the market has simply moved on and is waiting for the next innovation, investing core resources in the repeated iterations and course corrections the lean methodology demands

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I do not mean to deny the existence and importance of rules. A techie understands the value of rules; any attempt to reduce religion to a set of “feel-good” emotions, besides being dishonest, would imply to a scientist or an engineer that religion is without substance and thus devoid of worth. And though a typical techie would love to be an expert in everything, the more realistic among us realize that there are times when we’re forced to rely on the expertise of others. For many of us, religion is one of those times. That’s when we depend on rules to guide us.

Regardless of your needs, there is one quality that is especially important in choosing fellow travelers: Will they tell you the truth? There are many reasons why people may fail this test—the quality of your relationship, their position in the organization, their personality traits—but many perfectly nice individuals, with whom you could enjoy a drink or a dinner, may not be ideal helpers. Get very concrete about the help you are seeking and learn to “audition” people until you find what you need.

The narratives of many creative people position their work as exclusively an individual pursuit. To ensure that you are optimizing your potential, consider recasting this narrative: Are you taking best advantage of the help that others can offer, and, more important, are you offering to others all the help you are capable of providing?

Many people believe that their intellectual ability is hardwired from birth, and that failure to meet a learning challenge is an indictment of their native ability. But every time you learn something new, you change the brain—the residue of your experiences is stored. It’s true that we start life with the gift of our genes, but it’s also true that we become capable through the learning and development of mental models that enable us to reason, solve, and create. In other words, the elements that shape your intellectual abilities lie to a surprising extent within your own control. Understanding that this is so enables you to see failure as a badge of effort and a source of useful information—the need to dig deeper or to try a different strategy. The need to understand that when learning is hard, you’re doing important work. To understand that striving and setbacks, as in any action video game or new BMX bike stunt, are essential if you are to surpass your current level of performance toward true expertise. Making mistakes and correcting them builds the bridges to advanced learning.

Knowledge is only the first step. It is the foundation of further learning processes.” – Inez De Florio, Effective Teaching and Successful Learning, p. 102 “Students engage in learning when two conditions are fulfilled. The goals, standards, or objectives must be of value for them. But it is not sufficient that they attribute personal value to the goal: They must be convinced that they can reach it.” – Inez De Florio, Effective Teaching and Successful Learning, p. 108 “The expertise of a teacher does not consist only of his ability to plan a lesson or a comprehensive teaching unit and put it into practice; at least as important as these basic tools of the teaching profession are knowledge and flexibility regarding how to surmount unexpected difficulties.” – Inez De Florio, Effective Teaching and Successful Learning, p. 119 “When planning a teaching intervention, the most important question often remains unasked: In what ways does the chosen learning content or skill refer to the needs and interests of the students?” – Inez De Florio, Effective Teaching and Successful Learning, p. 122 “Teaching is more effective and learning more successful when students participate in planning and starting the lesson.” – Inez De Florio, Effective Teaching and Successful Learning, p. 136 “What is a good explanation? Explanations should be clear and well-structured. They should take students’ age and their prior knowledge into account. They are supposed to correspond to the interests of the learners.” – Inez De Florio, Effective Teaching and Successful Learning, p. 144 “There is an unjustified differentiation between tasks for learning and tasks for testing. • First, all tasks should be meaningful and motivating, not only those destined for classroom practice. … • Second, all tasks have to contribute to an improvement of learning.” – Inez De Florio, Effective Teaching and Successful Learning, p. 159 “Deepening the learning processes during independent practice should at least prepare the transfer of new concepts or schemata to other situations than those in which the new content first occurred.” – Inez De Florio, Effective Teaching and Successful Learning, p. 172 “Cooperative learning and problem-/project-based approaches aim at further deepening the new learning content. They offer the learners multiple and motivating opportunities to lead to automaticity of knowledge and skills, and to promote the desired attitudes.” – Inez De Florio, Effective Teaching and Successful Learning, p. 176 “During the lesson, feedback should have three directions: from teachers to students, among the learners, and from students to teachers.” – Inez De Florio, Effective Teaching and Successful Learning, p. 199 “During work in small groups, teachers cannot eliminate peer feedback. It occurs as such because feedback is frequent in the life contexts of children, adolescents and adults. Therefore adequate training is of utmost importance not only for classroom learning but also with regard to future professional and private requirements.” – Inez De Florio, Effective Teaching and Successful Learning, p. 210