Feedback Positive Quotes

The crazy creatives are the creatives who never go completely mad. They aren't so easily disheartened by the seemingly endless amounts of scrutiny that creative individuals tend to receive because they, like insanity, are the ones who feed off of opposition and negative feedback and manage to continue along with a healthy ambition. It is the crazy that teaches us to use our gifts wisely and own all the attackers.

Most photographers have some kind of verbal patter going on when they shoot: "Great. Turn to me. Big smile. Less shark eyes. Have fun with it. Not like that." Some photographers are compulsively effusive. "Beautiful. Amazing. Gorgeous! Ugh, so gorgeous!" they yell at shutter speed. If you are anything less than insane, you will realize this is not sincere. It's hard to take because it's more positive feedback than you've received in your entire life thrown at you in fifteen seconds. It would be like going jogging while someone rode next to you in a slow-moving car, yelling, "Yes! You are Carl Lewis! You're breaking a world record right now. Amazing! You are fast. You're going very fast, yes!

There is a purpose for everyone you meet. Some people will test you, some will use you, some will bring out the best in you, but everyone will teach you something about yourself. Both positive and negative relationships teach you valuable lessons. This is an incredible step toward expanding your consciousness. The road to self-discovery requires help from others. As humans we are always seeking feedback and approval from others. That is how we learn and become better as individuals. No relationship is a waste of time. The wrong ones teach you the lessons that prepare you for the right ones. Appreciate everyone that enters your life because they are contributing to your growth and happiness.

There are many systems of interaction between brain, body and social world that can get caught in positive feedback loops. Depressed people, for example, can start feeling useless and burdensome, as well as grief-stricken and pained. This makes them withdraw from contact with friends and family. Then the withdrawal makes them more lonesome and isolated, and more likely to feel useless and burdensome. Then they withdraw more. In this manner, depression spirals and amplifies

Disclosures that quantify climate risks can help realign decision-making towards building a resilient climate economy. This creates positive feedback loops to drive further adaptive measures.

there is no such thing as negative feedback or positive feedback; there is only accurate feedback,

Racism is the norm rather than an aberration. Feedback is key to our ability to recognize and repair our inevitable and often unaware collusion. In recognition of this, I try to follow these guidelines: 1.   How, where, and when you give me feedback is irrelevant—it is the feedback I want and need. Understanding that it is hard to give, I will take it any way I can get it. From my position of social, cultural, and institutional white power and privilege, I am perfectly safe and I can handle it. If I cannot handle it, it’s on me to build my racial stamina. 2. Thank you. The above guidelines rest on the understanding that there is no face to save and the game is up; I know that I have blind spots and unconscious investments in racism. My investments are reinforced every day in mainstream society. I did not set this system up, but it does unfairly benefit me, I do use it to my advantage, and I am responsible for interrupting it. I need to work hard to change my role in this system, but I can’t do it alone. This understanding leads me to gratitude when others help me.

Once beliefs are formed, the brain begins to look for and find confirmatory evidence in support of those beliefs, which adds an emotional boost of further confidence in the beliefs and thereby accelerates the process of reinforcing them, and round and round the process goes in a positive feedback loop of belief confirmation.

The Chinese manager learns never to criticize a colleague openly or in front of others, while the Dutch manager learns always to be honest and to give the message straight. Americans are trained to wrap positive messages around negative ones, while the French are trained to criticize passionately and provide positive feedback sparingly.

self-consciousness was the product of a positive feedback loop between perception and reflection, the two eventually amplifying each other into a cycle that occurred so quickly neither could be separated from the other.

What had happened was this. When still young, I had gotten the idea from somewhere that I might be able to write... Maybe the deadly notion came from liking to read so much. Maybe I was in love with the image of being a writer. Whatever. It had been a really bad idea. Because I couldn't write, at least not by the bluntly and frequently expressed standards of anyone in a position to offer any encouragement and feedback.

The research showed that experts—people who were masters at a trade—vastly preferred negative feedback to positive. It spurred the most improvement. That was because criticism is generally more actionable than compliments.

None of us receives enough positive feedback. Each of us is our own worst critic.

Permaculture Economics views businesses as interconnected parts of a larger ecosystem. By understanding and optimizing these relationships, companies can create positive feedback loops that benefit not only their bottom line but also the environment, their communities, and society as a whole.

If you neglect your personal space and allow chaos and clutter to creep in, it will affect you, and perhaps encourage further neglect. Positive feedback loops should improve your life, not detract from it. You can’t prime yourself directly, but you can create environments conducive to the mental states you wish to achieve.

Terence McKenna pointed out that "the profundity of [hallucinogenic inebriation] and its potential for a positive feedback into the process of reorganizing the personality should have long ago made psychedelics an indispensable tool for psychotherapy.

Terence McKenna pointed out that "the profundity of [halluncinogenic inebriation] and its potential for a positive feedback into the process of reorganizing the personality should have long ago made psychedelics an indispensable tool for psychotherapy.

When the medication causes the disease, a positive feedback loop has been established.

It is proper Netiquette to provide positive reinforcement, feedback, for posts we Like.

Your vulnerable partner may frequently put himself down and sometimes respond to positive feedback, but, in general, he is chronically self-critical and may seem neglectful or dejected most of the time. It often looks like depression. If this is your partner, you may become aware of this pattern over time through the absolute sense of isolation, neglect, and disconnection that unfolds.

Imagine a person who enjoys alcohol, perhaps a bit too much. He has a quick three or four drinks. His blood alcohol level spikes sharply. This can be extremely exhilarating, particularly for someone who has a genetic predisposition to alcoholism.23 But it only occurs while blood alcohol levels are actively rising, and that only continues if the drinker keeps drinking. When he stops, not only does his blood alcohol level plateau and then start to sink, but his body begins to produce a variety of toxins, as it metabolizes the ethanol already consumed. He also starts to experience alcohol withdrawal, as the anxiety systems that were suppressed during intoxication start to hyper-respond. A hangover is alcohol withdrawal (which quite frequently kills withdrawing alcoholics), and it starts all too soon after drinking ceases. To continue the warm glow, and stave off the unpleasant aftermath, the drinker may just continue to drink, until all the liquor in his house is consumed, the bars are closed and his money is spent. The next day, the drinker wakes up, badly hungover. So far, this is just unfortunate. The real trouble starts when he discovers that his hangover can be “cured” with a few more drinks the morning after. Such a cure is, of course, temporary. It merely pushes the withdrawal symptoms a bit further into the future. But that might be what is required, in the short term, if the misery is sufficiently acute. So now he has learned to drink to cure his hangover. When the medication causes the disease, a positive feedback loop has been established.

Rich nations are rich largely because they managed to develop inclusive institutions at some point during the past three hundred years. These institutions have persisted through a process of virtuous circles. Even if inclusive only in a limited sense to begin with, and sometimes fragile, they generated dynamics that would create a process of positive feedback, gradually increasing their inclusiveness.

Seeing progress in changing numbers makes the repetitive fascinating and creates a positive feedback loop. Once again, the act of measuring is often more important than what you measure. To quote the industrial statistician George Box: “Every model is wrong, but some are useful.

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

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

The exciting aspect of creating a classroom community where there is respect for individual voices is that there is infinitely more feedback because students do feel free to talk — and talk back. And, yes, often this feedback is critical. Moving away from the need for immediate affirmation was crucial to my growth as a teacher. I learned to respect that shifting paradigms or sharing knowledge in new ways challenges; it takes time for students to experience that challenge as positive.

Just how accurate is face reading? Since turning pro as a physiognomist in 1986, I have read faces like crazy. At the end of those readings, I ask for feedback about my accuracy. About 99 percent of the time the response is positive. This system is so easy to learn, students like you can have a high level of accuracy, too.

the phenomenology of enjoyment has eight major components. When people reflect on how it feels when their experience is most positive, they mention at least one, and often all, of the following. First, the experience usually occurs when we confront tasks we have a chance of completing. Second, we must be able to concentrate on what we are doing. Third and fourth, the concentration is usually possible because the task undertaken has clear goals and provides immediate feedback. Fifth, one acts with a deep but effortless involvement that removes from awareness the worries and frustrations of everyday life. Sixth, enjoyable experiences allow people to exercise a sense of control over their actions. Seventh, concern for the self disappears, yet paradoxically the sense of self emerges stronger after the flow experience is over. Finally, the sense of the duration of time is altered; hours pass by in minutes, and minutes can stretch out to seem like hours. The combination of all these elements causes a sense of deep enjoyment that is so rewarding people feel that expending a great deal of energy is worthwhile simply to be able to feel it.

KM: Yes. Mrs. Lopez, she's human. And you know, clearly, she'd like people to show some appreciation for her hard work. But if people just, you know, take her pie and don't even say, "Hey, nice pie," they just scarf it down or whatever- MH: I could see how that would get to be annoying. I mean, if you're constantly providing...pie. And getting no positive feedback- KM: Right! And what about your future? I mean, how do you know people are still going to want your pie in the future? Supposing they become a famous rock star or something. People are going to be offering them pie all over the place. If they haven't promised only to eat your pie, well, where does that leave you?

Juggling is about throwing, not catching That’s why it’s so difficult to learn how to juggle. We’re conditioned to make the catch, to hurdle whatever is in our way to save the day, to—no matter what—not drop the ball. If you spend your time and energy and focus on catching, it’s inevitable that your throws will suffer. You’ll get plenty of positive feedback for the catches you make, but you’ll always be behind, because the throws you manage to make will be ever less useful. Paradoxically, if you get better at throwing, the catches take care of themselves. The only way to get better at throwing, though, is to throw. Throw poorly, throw again. Throw well, throw again. Get good at throwing first.

In Every Relationship There Should Not Be Only Sweet Talks But Timely Feedback As Well”.

Patricia turned to Al and Tim. “Nice work, you two.” Providing positive feedback would help establish her leadership. “You saved that woman’s life.” Al nodded at this. Tim

It also means that the pain of negative feedback will for most people trump the pleasure from positive feedback.

Positive or negative its all feedback.

we are always taught the value of “positive coaching,” of leading with praise and then following with constructive feedback.

My issue has never been with accepting criticism. My issue is that I tend to believe the criticism is the only truth, and find it much more difficult to believe the positive feedback.

It is not law, in any conceivable form, that is responsible for the tensions and alienation besetting modern man; rather, it is the increasing lack of law. The perpetual denunciation of the law arises from a typically modern sense of resentment - a feedback of desire that purports to be directed against the law but one that is actually aimed at the model-obstacle whose dominant position the subject stubbornly refuses to acknowledge. The more frenzied the mimetic process becomes, caught up in the confusion of constantly changing forms, the more unwilling men are to recognize that they have made an obstacle of the model and a model of the obstacle. Here we encounter a true "unconscious" and one that can obviously assume many forms.

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

That is, the adoption of food production exemplifies what is termed an autocatalytic process—one that catalyzes itself in a positive feedback cycle, going faster and faster once it has started.

Generally speaking, meaningful positive feedback is one of the crucial factors in maintaining motivation. It can be internal feedback, such as the satisfaction of seeing yourself improve at something, or external feedback provided by others, but it makes a huge difference in whether a person will be able to maintain the consistent effort necessary to improve through purposeful practice.

like-minded, homogeneous groups squelch dissent, grow more extreme in their thinking, and ignore evidence that their positions are wrong. As a result, we now live in a giant feedback loop, hearing our own thoughts about what's right and wrong bounced back to us by the television shows we watch, the newspapers and books we read, the blogs we visit online, the sermons we hear, and the neighborhoods we live in.

Constructive opinions can be very beneficial to our growth, but destructive ones that demoralize us don’t have a positive purpose. Abuse and criticism disguised as ‘feedback’ doesn’t deserve your attention.

Most fundamentally, I used to write because I received positive feedback. To a guy who was picked on pretty relentlessly through a lot of his childhood, the respect and affection of students and teachers is addictive. It was a couple years after grad school that I realized that a need for affirmation wasn’t a good enough reason to keep writing, especially in the face of rejection after rejection after even personal rejection, and that if I was going to do it, I had to acknowledge that it was going to take my whole life. The decision to do it until I’m dead has made the writing and the writing life so much easier.

It’s interval time in a multiplex cinema hall. You just watched first half of Movie-1. It was boring. You wish you could have watched Movie-2 instead which is running parallely in another auditorium. A manager called “Paramatma” approaches you with a solution. He puts your head between two electrodes and erases first half of Movie-1 from your mind. Then he transfers first half of Movie-2 directly in your mind. Now you enter inside the auditorium where Movie-2 is running and watch its second half. After watching the movie-2, you come out. Manager Paramatma says, “I migrated you from Movie-1 to Movie-2 in interval. I hope you are satisfied with my service.” You say, “What the hell are you talking about? I only watched Movie-2 from start to finish. I never watched Movie-1. If I had watched, I would remember.” Paramatma smiles and says, “Thank you for your positive feedback.

The brain is a belief engine. From sensory data flowing in through the senses the brain naturally begins to look for and find patterns, and then infuses those patterns with meaning. The first process I call patternicity: the tendency to find meaningful patterns in both meaningful and meaningless data. The second process I call agenticity: the tendency to infuse patterns with meaning, intention, and agency. We can’t help it. Our brains evolved to connect the dots of our world into meaningful patterns that explain why things happen. These meaningful patterns become beliefs, and these beliefs shape our understanding of reality. Once beliefs are formed, the brain begins to look for and find confirmatory evidence in support of those beliefs, which adds an emotional boost of further confidence in the beliefs and thereby accelerates the process of reinforcing them, and round and round the process goes in a positive feedback loop of belief confirmation.

In a positive feedback loop, pro-rich policies further increase the incomes of the rich, which in turn makes the rich practically the only people able to make significant donations to politicians, and thus the only ones who get a hearing from the politicians.

Here’s my full list of guidelines for how to apply the principles of this chapter to email communication. 1. Emails should contain as few words as possible. 2. Make it easy to see your central point at a glance, in one screen. 3. Never send an email that could emotionally affect another person unless it’s pure positive feedback. 4. Emotional issues must be discussed by phone; email should be used only to book a time for a call. 5. If you accidentally break rule number four, phone the person immediately, apologize, and discuss the issue by phone.

You’re never going to get everyone you know (let alone every random person on social media) on board with your decision to pursue creativity. You’re certainly never going to have unanimous positive feedback for everything you make. In fact, if the work you put out is only celebrated, beware.

Too often couples withhold positive feedback because they think it has been canceled out by disappointments. But withholding admiration and praise because you are angry at your partner is just plain destructive. The more that each of you withholds praise, the more alienated from each other you will become.

Virtuality is the cultural perception that material objects are interpenetrated by information patterns. The definition plays off the duality at the heart of the condition of virtuality—materiality on the one hand, information on the other. Normally virtuality is associated with computer simulations that put the body into a feedback loop with a computer-generated image. For example, in virtual Ping-Pong, one swings a paddle wired into a computer, which calculates from the paddle’s momentum and position where the ball would go. Instead of hitting a real ball, the player makes the appropriate motions with the paddle and watches the image of the ball on a computer monitor. Thus the game takes place partly in real life (RL) and partly in virtual reality (VR). Virtual reality technologies are fascinating because they make visually immediate the perception that a world of information exists parallel to the “real” world, the former intersecting the latter at many points and in many ways. Hence the definition’s strategic quality, strategic because it seeks to connect virtual technologies with the sense, pervasive in the late twentieth century, that all material objects are interpenetrated by flows of information, from DNA code to the global reach of the World Wide Web.

Get over “blame” and “credit” and get on with “accurate” and “inaccurate.” Worrying about “blame” and “credit” or “positive” and “negative” feedback impedes the iterative process that is essential to learning. Remember that what has already happened lies in the past and no longer matters except as a lesson for the future.

Getting better” means “getting stronger”; health has become equivalent to strength, strength to life. We are built up to break down and then be rebuilt as we were before, like a machine caught in an accelerated feedback. The soul seems able to make itself heard only by speaking the physician’s language symptoms. To be weak and without hope, to be passive to the symptomatic manifestations of the unconscious, is often a highly positive condition at the beginning of analysis. It does not feel positive because our hope is for something else, for something we expect from what we have already known. But death is going on and a transformation is probable.

Some photographers are compulsively effusive. “Beautiful. Amazing. Gorgeous! Ugh, so gorgeous!” they yell at shutter speed. If you are anything less than insane, you will realize this is not sincere. It’s hard to take because it’s more positive feedback than you’ve received in your entire life thrown at you in fifteen seconds.

Some hold the position that education is serious, but games are not; therefore games have no place in education. But an examination of our educational system shows that it is a game! Students (players) are given a series of assignments (goals) that must be handed in (accomplished) by certain due dates (time limits). They receive grades (scores) as feedback repeatedly as assignments (challenges) get harder and harder, until the end of the course when they are faced with a final exam (boss monster), which they can only pass (defeat) if they have mastered all the skills in the course (game). Students (players) who perform particularly well are listed on the honor roll (leader board).

Something similar often happens to people who develop an anxiety disorder, such as agoraphobia. People with agoraphobia can become so overwhelmed with fear that they will no longer leave their homes. Agoraphobia is the consequence of a positive feedback loop. The first event that precipitates the disorder is often a panic attack. The sufferer is typically a middle-aged woman who has been too dependent on other people. Perhaps she went immediately from over-reliance on her father to a relationship with an older and comparatively dominant boyfriend or husband, with little or no break for independent existence. In the weeks leading up to the emergence of her agoraphobia, such a woman typically experiences something unexpected and anomalous.

But then I thought: no, what we really have here is an example of a presumably normal and sane person whose thinking has been deranged by the concept of celebrity. An example of someone who genuinely believes that because she has seen my photograph and read my novels, she knows me personally-and in fact knows better than I do what is best for my life. And it's normal! It's normal for her not only to think these bizarre thoughts privately, but to express them in public, and receive positive feedback and attention as a result. She has no idea that she is, in this small limited respect, quite literally insane, because everyone around her is also insane in exactly the same way. They really cannot tell the difference between someone they have heard of, and someone they personally know. And they believe that the feelings they have about this person they imagine me to be-intimacy, resentment, hatred, pity-are as real as the feelings they have about their own friends. It makes me wonder whether celebrity culture has sort of metastasized to fill the emptiness left by religion. Like a malignant growth where the sacred used to be

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

how you can be a better spouse, and regardless of the other’s attitude, act on what he or she tells you. Continue to both seek more input and comply with those wishes with all your heart and will. Assure your spouse that your motives are pure. 2. When you receive positive feedback, you know there is progress. Each month make one nonthreatening but specific request that is easy for your spouse.

We feel the emotions of the people whom we have helped or hurt, loved and hated, or affected positively or negatively. We feel their emotions very deeply, because this is a powerful learning device, a sort of instant intense feedback about our behavior while we were on earth, in physical bodies. We learn through relationships, and thus it is important that we understand how we have touched others.

I try to follow these guidelines: 1.   How, where, and when you give me feedback is irrelevant—it is the feedback I want and need. Understanding that it is hard to give, I will take it any way I can get it. From my position of social, cultural, and institutional white power and privilege, I am perfectly safe and I can handle it. If I cannot handle it, it’s on me to build my racial stamina. 2. Thank you.

I try to follow these guidelines: 1. How, where, and when you give me feedback is irrelevant - it is the feedback I want and need. Understanding that it is hard to give, I will take it any way I can get it. From my position of social, cultural, and institutional white power and privilege, I am perfectly safe and I can handle it. If I cannot handle it, it's on me to build my racial stamina. 2. Thank you.

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

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

Assuming you’re going to have to live with negative feelings, develop standards for behaving well in spite of them. No, you shouldn’t expect yourself to force smiles so much that they break your face and scare children. You should, however, invite feedback about your behavior from those you trust, so you can be confident that your actions and words don’t hurt people or interfere with your positive strategic goals and, most important, make you act like an asshole.

The opposite state from the condition of psychic entropy is optimal experience. When the information that keeps coming into awareness is congruent with goals, psychic energy flows effortlessly. There is no need to worry, no reason to question one’s adequacy. But whenever one does stop to think about oneself, the evidence is encouraging: “You are doing all right.” The positive feedback strengthens the self, and more attention is freed to deal with the outer and the inner environment.

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

He sees a dangerous form of positive feedback, whereby theoretical positions, once promulgated, dictate the reality that comes about, since they are then fed back to us through the media, which form, as much as reflect, reality. The media also promote fragmentation by a random juxtaposition of items of information, as well as permitting the ‘intrusion of distant events into everyday consciousness’, another aspect of decontextualisation in modern life adding to loss of meaning in the experienced world.4

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

She found a way to calculate how much money his moodiness was costing the business. She spoke to him in his own financial language, adding a shot of her infectious humor to the communication, and Barry was moved. He went back to his team, told them about the feedback he’d received, and asked them to call him out when his mood was influencing their actions. The results were remarkable. In the subsequent weeks and months, many on the finance team spoke to me and Patty about the positive change in Barry’s leadership.

7. Education is the only positive reward you need. If you don’t believe this you devalue your profession. I have seen all sorts of reward systems and positive feedback systems and empathy techniques. These do not lead to classroom control, but to manipulation. The idea that you need to motivate students with gimmicks and pep talks gives the message that education is not something desirable in and of itself but requires bribery. If students want to know what their reward for good behavior is, I tell them it is an education.

If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same. They need criticism, but they also require positive and substantive language and information and true support to really blossom. If you’re perceived as a negative person—always picking, pulling, criticizing—you will simply get tuned out by those around you. Your influence, ability to teach, and opportunity to make progress will be diminished and eventually lost. When that happens, you become useless, a hindrance to progress. When your feedback is interpreted as a personal attack rather than a critique with positive intentions, you are going backward. Constructive criticism is a powerful instrument essential for improving performance. Positive support can be equally productive. Used together by a skilled leader they become the key to maximum results. Most of us seem to be more inclined to offer the negative. I don’t know why, but it’s easier to criticize than to compliment. Find the right mixture for optimum results.

So, instead, we are supplied with a constant stream of propaganda telling us about the righteous contempt that the people feel for the corrupt political class, which only serves to weaken the position of politicians still further, which in turn leads to a new round of gauntlet-running in the media. This process continues in a vicious circle, the inevitable culmination of which is the death of representative democracy, the complete impotence of politicians, and a hyper-real media dictatorship. This process is strengthened by feedback. Through the use of opinion polls, whose questions are obviously phrased by the media to serve their own purposes, the population is told what it thinks, and what it is “natural” to think. Then the media go on to show how adaptable politicians are adapting to this norm, or are allowing themselves to be adapted, and so the process goes on and on, ad infinitum. The investigations of the mass-media are, on their most profound level, investigations into the mass-media themselves. Statistics which purport to represent public opinion are actually the tools used by the media to manufacture opinion.

Hey Pete. So why the leave from social media? You are an activist, right? It seems like this decision is counterproductive to your message and work." A: The short answer is I’m tired of the endless narcissism inherent to the medium. In the commercial society we have, coupled with the consequential sense of insecurity people feel, as they impulsively “package themselves” for public consumption, the expression most dominant in all of this - is vanity. And I find that disheartening, annoying and dangerous. It is a form of cultural violence in many respects. However, please note the difference - that I work to promote just that – a message/idea – not myself… and I honestly loath people who today just promote themselves for the sake of themselves. A sea of humans who have been conditioned into viewing who they are – as how they are seen online. Think about that for a moment. Social identity theory run amok. People have been conditioned to think “they are” how “others see them”. We live in an increasing fictional reality where people are now not only people – they are digital symbols. And those symbols become more important as a matter of “marketing” than people’s true personality. Now, one could argue that social perception has always had a communicative symbolism, even before the computer age. But nooooooothing like today. Social media has become a social prison and a strong means of social control, in fact. Beyond that, as most know, social media is literally designed like a drug. And it acts like it as people get more and more addicted to being seen and addicted to molding the way they want the world to view them – no matter how false the image (If there is any word that defines peoples’ behavior here – it is pretention). Dopamine fires upon recognition and, coupled with cell phone culture, we now have a sea of people in zombie like trances looking at their phones (literally) thousands of times a day, merging their direct, true interpersonal social reality with a virtual “social media” one. No one can read anymore... they just swipe a stream of 200 character headlines/posts/tweets. understanding the world as an aggregate of those fragmented sentences. Massive loss of comprehension happening, replaced by usually agreeable, "in-bubble" views - hence an actual loss of variety. So again, this isn’t to say non-commercial focused social media doesn’t have positive purposes, such as with activism at times. But, on the whole, it merely amplifies a general value system disorder of a “LOOK AT ME! LOOK AT HOW GREAT I AM!” – rooted in systemic insecurity. People lying to themselves, drawing meaningless satisfaction from superficial responses from a sea of avatars. And it’s no surprise. Market economics demands people self promote shamelessly, coupled with the arbitrary constructs of beauty and success that have also resulted. People see status in certain things and, directly or pathologically, use those things for their own narcissistic advantage. Think of those endless status pics of people rock climbing, or hanging out on a stunning beach or showing off their new trophy girl-friend, etc. It goes on and on and worse the general public generally likes it, seeking to imitate those images/symbols to amplify their own false status. Hence the endless feedback loop of superficiality. And people wonder why youth suicides have risen… a young woman looking at a model of perfection set by her peers, without proper knowledge of the medium, can be made to feel inferior far more dramatically than the typical body image problems associated to traditional advertising. That is just one example of the cultural violence inherent. The entire industry of social media is BASED on narcissistic status promotion and narrow self-interest. That is the emotion/intent that creates the billions and billions in revenue these platforms experience, as they in turn sell off people’s personal data to advertisers and governments. You are the product, of course.

There is a positive feedback loop between all these four factors. The threat of nuclear holocaust fosters pacifism; when pacifism spreads, war recedes and trade flourishes; and trade increases both the profits of peace and the costs of war. Over time, this feedback loop creates another obstacle to war, which may ultimately prove the most important of all. The tightening web of international connections erodes the independence of most countries, lessening the chance that any one of them might single-handedly let slip the dogs of war. Most countries no longer engage in full-scale war for the simple reason that they are no longer independent.

spouse. Make sure it relates to your primary love language and will help replenish your empty tank. 3. When your spouse responds and meets your need, you will be able to react with not only your will but your emotions as well. Without overreacting, continue positive feedback and affirmation of your spouse at these times. 4. As your marriage begins to truly heal and grow deeper, make sure you don’t “rest on your laurels” and forget your spouse’s love language and daily needs. You’re on the road to your dreams, so stay there! Put appointments into your schedule to assess together how you’re doing. A Personal Word Well, what do you think? Having

Hermione," Harry said seriously, as he started to dig down into the red-velvet pouch again, "don't punish yourself when a bright idea doesn't work out. You've got to go through a lot of flawed ideas to find one that might work. And if you send your brain negative feedback by frowning when you think of a flawed idea, instead of realizing that idea-suggesting is good behavior by your brain to be encouraged, pretty soon you won't think of any ideas at all." Harry put down two heart-shaped chocolates beside the book. "Here, have another chocolate. Besides the one from earlier, I mean. This one is to reinforce your brain for generating a good candidate strategy.

This was, he told the King, a femfatalatron, an erotifying device stochastic, elastic and orgiastic, and with plenty of feedback; whoever was placed inside the apparatus instantaneously experienced all the charms, lures, wiles, winks and witchery of all the fairer sex in the Universe at once. The femfatalatron operated on a power of forty megamors, with a maximum attainable efficiency—given a constant concupiscence coefficient—of ninety-six percent, while the system's libidinous lubricity, measured of course in kilocupids, produced up to six units for every remote-control caress. This marvelous mechanism, moreover, was equipped with reversible ardor dampers, omnidirectional consummation amplifiers, absorption philters, paphian peripherals, and "first-sight" flip-flop circuits, since Trurl held here to the position of Dr. Yentzicus, creator of the famous oculo-oscular feel theory. There were also all sorts of auxiliary components, like a high-frequency titillizer, an alternating tantalator, plus an entire set of lecherons and debaucheraries; on the outside, in a special glass case, were enormous dials, on which one could carefully follow the course of the whole decaptivation process. Statistical analysis revealed that the femfatalatron gave positive, permanent results in ninety-eight cases of unrequited amatorial superfixation out of a hundred.

be apart. Despite getting rejected by my top-choice school, I was starting to really believe in myself again based on all the positive feedback we continued to get on our videos. And besides, I knew I could always reapply to Emerson the following year and transfer. • • • College started out great, with the best part being my newly found freedom. I was finally on my own and able to make my own schedule. And not only was Amanda with me, I’d already made a new friend before the first day of classes from a Facebook page that was set up for incoming freshmen. I started chatting with a pretty girl named Chloe who mentioned that she was also going to do the film and video concentration. Fitchburg isn’t located in the greatest neighborhood, but the campus has lots of green lawns and old brick buildings that look like mansions. My dorm room was a forced triple—basically a double that the school added bunk beds to in order to squeeze one extra person in. I arrived first and got to call dibs on the bunk bed that had an empty space beneath it. I moved my desk under it and created a little home office for myself. I plastered the walls with Futurama posters and made up the bed with a new bright green comforter and matching pillows. My roommates were classic male college stereotypes—the football player and the stoner. Their idea of decorating was slapping a Bob Marley poster and a giant ad for Jack Daniels on the wall.

I purposely used a pretty cocky, abrasive writing style in Sex and Crime, to stir up some drama. My confrontational style quickly became the talk of the scene. Some of the things I wrote were so inflammatory, people had to vent about it on online forums. So suddenly everyone in the scene was talking about Sex and Crime, just as I had hoped. I enjoyed playing the role of agitator, and people from competing hacking crews didn't even realize that the more they bitched about the things I wrote, the more credibility and notoriety they were adding to my scene mag. Thanks to all the positive as well as negative feedback I was getting, the things I wrote actually mattered. Suddenly I was the most important opinion maker in the scene.

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

If your partner is still identified with the mind and the pain-body while you are already free, this will represent a major challenge — not to you but to your partner. It is not easy to live with an enlightened person, or rather it is so easy that the ego finds it extremely threatening. Remember that the ego needs problems, conflict, and “enemies” to strengthen the sense of separateness on which its identity depends. The unenlightened partner’s mind will be deeply frustrated because its fixed positions are not resisted, which means they will become shaky and weak, and there is even the “danger” that they may collapse altogether, resulting in loss of self. The pain-body is demanding feedback and not getting it. The need for argument, drama, and conflict is not being met.

What we're now starting to see, as online retailers begin to capitalize on their extraordinary economic efficiences, is the shape of a massive mountain of choice emerging where before there was just a peak.... By necessity, the conomics of traditional, hit-driven retail limit choice. When you dramatically lower the costs of connecting supply and demand, it changes not just the numbers, but the entire nature of the market. This is not just a quantiative change, but a qualitative one, too. Bringing niches within reach reveals latent demand for noncommercial content. Then, as demand shifts toward the niches, the economics of provided them improve further, and so on, creating a positive feedback loop that will transform entire industries - and the culture - for decades to come.

The Earth is bathed in a flood of sunlight. A fierce inundation of photons—on average, 342 joules per second per square meter. 4185 joules (one calorie) will raise the temperature of one kilogram of water by one degree Celsius. If all this energy were captured by the Earth’s atmosphere, its temperature would rise by ten degrees Celsius in one day. Luckily much of it radiates back to space. How much depends on albedo and the chemical composition of the atmosphere, both of which vary over time. A good portion of Earth’s albedo, or reflectivity, is created by its polar ice caps. If polar ice and snow were to shrink significantly, more solar energy would stay on Earth. Sunlight would penetrate oceans previously covered by ice, and warm the water. This would add heat and melt more ice, in a positive feedback loop.

And, while that is happening, you get weaker. You are less than you could be because you did not change. You did not become who you could have become as a consequence of that change—and worse: you have now taught yourself, by your own example, that such turning away is acceptable, and you are therefore more likely to commit the same error in the future. And what you failed to face is now larger. This is not the kind of causal process, the kind of positive feedback loop, that you want to find yourself trapped within. So, you must confess, at least to yourself, and repent, at least within yourself, and you must change, because you were wrong. And you must humbly ask, and knock, and seek. And that is the great barrier to the enlightenment of which we are all capable in principle. This is not to claim that the courage necessary to confront the full horrors of life is easy to muster. But the alternative is worse.

When people reflect on how it feels when their experience is most positive, they mention at least one, and often all, of the following. First, the experience usually occurs when we confront tasks we have a chance of completing. Second, we must be able to concentrate on what we are doing. Third and fourth, the concentration is usually possible because the task undertaken has clear goals and provides immediate feedback. Fifth, one acts with a deep but effortless involvement that removes from awareness the worries and frustrations of everyday life. Sixth, enjoyable experiences allow people to exercise a sense of control over their actions. Seventh, concern for the self disappears, yet paradoxically the sense of self emerges stronger after the flow experience is over. Finally, the sense of the duration of time is altered; hours pass by in minutes, and minutes can stretch out to seem like hours. The combination of all these elements causes a sense of deep enjoyment that is so rewarding people feel that expending a great deal of energy is worthwhile simply to be able to feel it.

Bishop’s book tells the story of how we’ve geographically, politically, and even spiritually sorted ourselves into like-minded groups in which we silence dissent, grow more extreme in our thinking, and consume only facts that support our beliefs—making it even easier to ignore evidence that our positions are wrong. He writes, “As a result, we now live in a giant feedback loop, hearing our own thoughts about what’s right and wrong bounced back to us by the television shows we watch, the newspapers and books we read, the blogs we visit online, the sermons we hear, and the neighborhoods we live in.” This sorting leads us to make assumptions about the people around us, which in turn fuels disconnection. Most recently, a friend (who clearly doesn’t know me very well) told me that I should read Joe Bageant’s book Deer Hunting with Jesus. When I asked him why, he answered, with contempt in his voice, “So you can better understand the part of America that college professors have never seen and will never understand.” I thought, You don’t know a damn thing about me, my family, or where I come from.

As our studies have suggested, the phenomenology of enjoyment has eight major components. When people reflect on how it feels when their experience is most positive, they mention at least one, and often all, of the following. First, the experience usually occurs when we confront tasks we have a chance of completing. Second, we must be able to concentrate on what we are doing. Third and fourth, the concentration is usually possible because the task undertaken has clear goals and provides immediate feedback. Fifth, one acts with a deep but effortless involvement that removes from awareness the worries and frustrations of everyday life. Sixth, enjoyable experiences allow people to exercise a sense of control over their actions. Seventh, concern for the self disappears, yet paradoxically the sense of self emerges stronger after the flow experience is over. Finally, the sense of the duration of time is altered; hours pass by in minutes, and minutes can stretch out to seem like hours. The combination of all these elements causes a sense of deep enjoyment that is so rewarding people feel that expending a great deal of energy is worthwhile simply to be able to feel it.

As our studies have suggested, the phenomenology of enjoyment has eight major components. When people reflect on how it feels when their experience is most positive, they mention at least one, and often all, of the following. First, the experience usually occurs when we confront tasks we have a chance of completing. Second, we must be able to concentrate on what we are doing. Third and fourth, the concentration is usually possible because the task undertaken has clear goals and provides immediate feedback. Fifth, one acts with a deep but effortless involvement that removes from awareness the worries and frustrations of everyday life. Sixth, enjoyable experiences allow people to exercise a sense of control over their actions. Seventh, concern for the self disappears, yet paradoxically the sense of self emerges stronger after the flow experience is over. Finally, the sense of the duration of time is altered; hours pass by in minutes, and minutes can stretch out to seem like hours. The combination of all these elements causes a sense of deep enjoyment that is so rewarding people feel that expending a great deal of energy is worthwhile simply to be able to feel it. We

The combination of loss aversion and narrow framing is a costly curse. Individual investors can avoid that curse, achieving the emotional benefits of broad framing while also saving time and agony, by reducing the frequency with which they check how well their investments are doing. Closely following daily fluctuations is a losing proposition, because the pain of the frequent small losses exceeds the pleasure of the equally frequent small gains. Once a quarter is enough, and may be more than enough for individual investors. In addition to improving the emotional quality of life, the deliberate avoidance of exposure to short-term outcomes improves the quality of both decisions and outcomes. The typical short-term reaction to bad news is increased loss aversion. Investors who get aggregated feedback receive such news much less often and are likely to be less risk averse and to end up richer. You are also less prone to useless churning of your portfolio if you don’t know how every stock in it is doing every day (or every week or even every month). A commitment not to change one’s position for several periods (the equivalent of “locking in” an investment) improves financial performance.

Don’t come to someone with feedback (or a problem) unless you have one or more solutions—In this approach the responsibility lies with the person giving the feedback to also come up with the best solution for acting on the feedback. That sounds totally reasonable and helpful: you’re telling people about the problem and the solution in one bite. • The feedback sandwich—You know this one. You open with good news, slip in some bad news, and then close with good news. That way, the person in front of you is opened up for the bad news by hearing the good news and still likes you in the end because you’ve closed with something good.6 And we’re supposed to give more positive feedback than negative feedback (the best ratio is at least 3:17), so this puts us well on our way to that. • Socratic questioning—Here, you leave people to draw their own conclusions by simply asking a set of helpful questions to take them to the realization that there’s an issue (and the hope is that they’ll then ask you for a solution or even stumble on your solution and offer it up as if it were their own). This, we’re told, increases ownership of the issue because the other person—the person needing to change—came up with the idea himself.

I began to see that the stronger a therapy emphasized feelings, self-esteem, and self-confidence, the more dependent the therapist was upon his providing for the patient ongoing, unconditional, positive regard. The more self-esteem was the end, the more the means, in the form of the patient’s efforts, had to appear blameless in the face of failure. In this paradigm, accuracy and comparison must continually be sacrificed to acceptance and compassion; which often results in the escalation of bizarre behavior and bizarre diagnoses. The bizarre behavior results from us taking credit for everything that is positive and assigning blame elsewhere for anything negative. Because of this skewed positive-feedback loop between our judged actions and our beliefs, we systematically become more and more adapted to ourselves, our feelings, and our inaccurate solitary thinking; and less and less adapted to the environment that we share with our fellows. The resultant behavior, such as crying, depression, displays of temper, high-risk behavior, or romantic ventures, or abandonment of personal responsibilities, which seem either compulsory, necessary, or intelligent to us, will begin to appear more and more irrational to others. The bizarre diagnoses occur because, in some cases, if a ‘cause disease’ (excuse from blame) does not exist, it has to be 'discovered’ (invented). Psychiatry has expanded its diagnoses of mental disease every year to include 'illnesses’ like kleptomania and frotteurism [now frotteuristic disorder in the DSM-V]. (Do you know what frotteurism is? It is a mental disorder that causes people, usually men, to surreptitiously fondle women’s breasts or genitals in crowded situations such as elevators and subways.) The problem with the escalation of these kinds of diagnoses is that either we can become so adapted to our thinking and feelings instead of our environment that we will become dissociated from the whole idea that we have a problem at all; or at least, the more we become blameless, the more we become helpless in the face of our problems, thinking our problems need to be 'fixed’ by outside help before we can move forward on our own. For 2,000 years of Western culture our problems existed in the human power struggle constantly being waged between our principles and our primal impulses. In the last fifty years we have unprincipled ourselves and become what I call 'psychologized.’ Now the power struggle is between the 'expert’ and the 'disorder.’ Since the rise of psychiatry and psychology as the moral compass, we don’t talk about moral imperatives anymore, we talk about coping mechanisms. We are not living our lives by principles so much as we are living our lives by mental health diagnoses. This is not working because it very subtly undermines our solid sense of self.

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

Changing Your Opinion Think back to the low self-esteem statements you identified with, bearing in mind that, no matter how you came by your low opinion of yourself, you can change it. As Eleanor Roosevelt once said, “No one can make you feel inferior without your permission.” You own your self-image, and you can feel about yourself whatever you choose to feel. Throughout this book, there are exercises to help you change how you feel about yourself. And in the next chapter, we’ll look at some ways to set social goals. For now, try repeating what Mrs. Roosevelt said: “No one can make you feel inferior without your permission.” Give yourself credit for seeking help with your social problems. You care about yourself, and that counts for a lot. Social anxiety and low self-esteem go hand in hand. In fact, many people simplify so-called “shyness” as a self-esteem problem. The reality is, however, that poor self-esteem is a by-product of social anxiety. It is the social anxiety that comes first, not the other way around! Social failures cause anxiety, which causes avoidance, which causes low self-esteem. As a person’s confidence dwindles, the fears become greater, until eventually the individual simply stops trying. With fewer and fewer opportunities for social interaction, there are also fewer opportunities to receive positive feedback. This combination of factors perpetuates low self-esteem, which cannot be replaced with a healthy self-image until the avoidant behavior ceases.

Subject Line:  This means a lot… Or Would love to get your opinion…   Email Text:  Dear friends, family, and colleagues:    Thank you so much for reading this email. This isn’t an easy one for me to send, but it is extremely important to me, so I sincerely appreciate you investing your valuable time reading (and hopefully responding to) it. This email is going out to only a select group of people. Each of you knows me well, and I’m hoping will give me honest feedback about my strengths and most importantly, my weaknesses (aka “areas of improvement.”) I’ve never done anything like this before, but I feel that for me grow and improve as a person, I need to get a more accurate picture of how I’m showing up to the people that matter most to me. In order to become the person I need to be to create the life and contribute to others at the levels that I want, I need your feedback. So, all I’m asking is that you take just a few minutes to email me back with what you honestly think are my top 2-3 “areas of improvement.” If it will make you feel better to also list my top 2-3 “strengths” (I’m sure it will make me feel better J), you are definitely welcome to. That’s it. And please don’t sugarcoat it or hold back anything. I will not be offended by anything that you share. In fact, the more “brutally” honest you are, the more leverage it will give me to make positive changes in my life. Thank you again, and if there is anything else I can do to add value to your life, please let me know. With sincere gratitude,   Your Name

In the modern world, we often find ourselves in the unnatural position of meeting someone who knows little or nothing about us. That can add a little pressure to the occasion, and it may add more if your mother was prone to saying “You get only one chance to make a good first impression!” You may find yourself scanning the person for feedback so intensively that you start seeing things that aren’t there. A social psychology experiment from the 1980s makes the point. A makeup artist put realistic-looking “scars” on the faces of the subjects, who had been told that the purpose of the experiment was to see how a scar affected the way people reacted to them. The subjects were to have a conversation with someone, and the experimenters would observe the reaction. The subjects were shown their scars in a mirror, but then, right before their social encounter, they were told that the scar needed a bit of work; moisturizer would be added to keep it from cracking. In fact, though, the scar was removed. Then the subjects headed out to their social encounters with a warped idea of what they looked like. After the encounters, they were debriefed: Had they noticed their conversation partner reacting to the scar? Oh yes, many of them said. In fact, when they were shown video of the conversation partner, they could point to these reactions. Sometimes, for example, the person would look away from them—obviously averting their eyes from the scar. So again, a feeling—an uncomfortable feeling of self-consciousness—sponsors a kind of perceptual illusion, a basic misreading of the behavior of others.

Important: Be sure to put the outgoing email addresses in the BCC field of the email, so that each recipient doesn’t see everyone else you’re sending it to. (Or, you can copy and paste, then send the email to each person individually.) Subject Line: This means a lot… Or Would love to get your opinion… Email Text: Dear friends, family, and colleagues:  Thank you so much for reading this email. This isn’t an easy one for me to send, but it is extremely important to me, so I sincerely appreciate you investing your valuable time reading (and hopefully responding to) it.  This email is going out to only a select group of people. Each of you knows me well, and I’m hoping will give me honest feedback about my strengths and most importantly, my weaknesses (aka “areas of improvement.”) I’ve never done anything like this before, but I feel that for me grow and improve as a person, I need to get a more accurate picture of how I’m showing up to the people that matter most to me. In order to become the person I need to be to create the life and contribute to others at the levels that I want, I need your feedback.  So, all I’m asking is that you take just a few minutes to email me back with what you honestly think are my top 2-3 “areas of improvement.” If it will make you feel better to also list my top 2-3 “strengths” (I’m sure it will make me feel better ), you are definitely welcome to. That’s it. And please don’t sugarcoat it or hold back anything. I will not be offended by anything that you share. In fact, the more “brutally” honest you are, the more leverage it will give me to make positive changes in my life.  Thank you again, and if there is anything else I can do to add value to your life, please let me know.  With sincere gratitude, Your Name

Product: •What is the product? •Who is it for? •What does it do? •How does it work? •How do people buy and use it? Benefits: •How does the product help people? •What are its most important benefits? Reader: •Who are you writing for? •How do they live? •What do they want? •What do they feel? •What do they know about the product, or this type of product? •Are they using a similar product already? Aim: •What do you want the reader to do, think or feel as a result of reading this copy? •What situation will they be in when they read it? Format: •Where will the copy be used? (Sales letter, web page, YouTube video, etc) •How long does it need to be? (500 words, 10 pages, 30 seconds, etc) •How should it be structured? (Main title, subtitles, sidebars, pullout quotes, calls to action, etc) •What other types of content might be involved? (Images, diagrams, video, music, etc) Tone: •Should the copy be serious, light-hearted, emotional, energetic, laid-back, etc? Constraints: •Maximum or minimum length •Anything that must be included or left out •Legal issues (regulations on scientific or health claims, prohibited words, trademarks, etc) •How this copy needs to fit in with other copy that’s already been written, or that will be written in the future •Whether the copy will form part of a campaign, so that different ideas along the same lines will be needed in future (see ‘Take it further’ in chapter 9) •Which countries the copy will appear in (whether in English, or translated) •SEO issues (for example, popular search terms that should feature in headings) •Brand or tone of voice guidelines (see ‘Tone of voice guidelines’ in chapter 15) Other background information about: •The product (development history, use cases, technical specifications, distribution, retail, buying processes, buying channels, marketing strategy) •The product’s market position (price point, offers and discounts, customer perceptions, competitors) •The target market (size, history, typical customer profile, marketing personas) •The client (history, current setup, culture, people, values) •The brand (history, positioning, values) Project management points: •Timescales (dates for copy plan, drafts, feedback, final copy, approval) •Who will provide feedback, and how •Who will approve the final copy, and how •How the copy will be delivered (usually a Word document, but not always) These are only suggestions.

In 2009, Kahneman and Klein took the unusual step of coauthoring a paper in which they laid out their views and sought common ground. And they found it. Whether or not experience inevitably led to expertise, they agreed, depended entirely on the domain in question. Narrow experience made for better chess and poker players and firefighters, but not for better predictors of financial or political trends, or of how employees or patients would perform. The domains Klein studied, in which instinctive pattern recognition worked powerfully, are what psychologist Robin Hogarth termed “kind” learning environments. Patterns repeat over and over, and feedback is extremely accurate and usually very rapid. In golf or chess, a ball or piece is moved according to rules and within defined boundaries, a consequence is quickly apparent, and similar challenges occur repeatedly. Drive a golf ball, and it either goes too far or not far enough; it slices, hooks, or flies straight. The player observes what happened, attempts to correct the error, tries again, and repeats for years. That is the very definition of deliberate practice, the type identified with both the ten-thousand-hours rule and the rush to early specialization in technical training. The learning environment is kind because a learner improves simply by engaging in the activity and trying to do better. Kahneman was focused on the flip side of kind learning environments; Hogarth called them “wicked.” In wicked domains, the rules of the game are often unclear or incomplete, there may or may not be repetitive patterns and they may not be obvious, and feedback is often delayed, inaccurate, or both. In the most devilishly wicked learning environments, experience will reinforce the exact wrong lessons. Hogarth noted a famous New York City physician renowned for his skill as a diagnostician. The man’s particular specialty was typhoid fever, and he examined patients for it by feeling around their tongues with his hands. Again and again, his testing yielded a positive diagnosis before the patient displayed a single symptom. And over and over, his diagnosis turned out to be correct. As another physician later pointed out, “He was a more productive carrier, using only his hands, than Typhoid Mary.” Repetitive success, it turned out, taught him the worst possible lesson. Few learning environments are that wicked, but it doesn’t take much to throw experienced pros off course. Expert firefighters, when faced with a new situation, like a fire in a skyscraper, can find themselves suddenly deprived of the intuition formed in years of house fires, and prone to poor decisions. With a change of the status quo, chess masters too can find that the skill they took years to build is suddenly obsolete.

Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.

SELF-MANAGEMENT Trust We relate to one another with an assumption of positive intent. Until we are proven wrong, trusting co-workers is our default means of engagement. Freedom and accountability are two sides of the same coin. Information and decision-making All business information is open to all. Every one of us is able to handle difficult and sensitive news. We believe in collective intelligence. Nobody is as smart as everybody. Therefore all decisions will be made with the advice process. Responsibility and accountability We each have full responsibility for the organization. If we sense that something needs to happen, we have a duty to address it. It’s not acceptable to limit our concern to the remit of our roles. Everyone must be comfortable with holding others accountable to their commitments through feedback and respectful confrontation. WHOLENESS Equal worth We are all of fundamental equal worth. At the same time, our community will be richest if we let all members contribute in their distinctive way, appreciating the differences in roles, education, backgrounds, interests, skills, characters, points of view, and so on. Safe and caring workplace Any situation can be approached from fear and separation, or from love and connection. We choose love and connection. We strive to create emotionally and spiritually safe environments, where each of us can behave authentically. We honor the moods of … [love, care, recognition, gratitude, curiosity, fun, playfulness …]. We are comfortable with vocabulary like care, love, service, purpose, soul … in the workplace. Overcoming separation We aim to have a workplace where we can honor all parts of us: the cognitive, physical, emotional, and spiritual; the rational and the intuitive; the feminine and the masculine. We recognize that we are all deeply interconnected, part of a bigger whole that includes nature and all forms of life. Learning Every problem is an invitation to learn and grow. We will always be learners. We have never arrived. Failure is always a possibility if we strive boldly for our purpose. We discuss our failures openly and learn from them. Hiding or neglecting to learn from failure is unacceptable. Feedback and respectful confrontation are gifts we share to help one another grow. We focus on strengths more than weaknesses, on opportunities more than problems. Relationships and conflict It’s impossible to change other people. We can only change ourselves. We take ownership for our thoughts, beliefs, words, and actions. We don’t spread rumors. We don’t talk behind someone’s back. We resolve disagreements one-on-one and don’t drag other people into the problem. We don’t blame problems on others. When we feel like blaming, we take it as an invitation to reflect on how we might be part of the problem (and the solution). PURPOSE Collective purpose We view the organization as having a soul and purpose of its own. We try to listen in to where the organization wants to go and beware of forcing a direction onto it. Individual purpose We have a duty to ourselves and to the organization to inquire into our personal sense of calling to see if and how it resonates with the organization’s purpose. We try to imbue our roles with our souls, not our egos. Planning the future Trying to predict and control the future is futile. We make forecasts only when a specific decision requires us to do so. Everything will unfold with more grace if we stop trying to control and instead choose to simply sense and respond. Profit In the long run, there are no trade-offs between purpose and profits. If we focus on purpose, profits will follow.

Feedback are the gateway of our success, positive feedback for encouragement and negative feedback for improvement, seek feedback, choose wisely, and get growing.

giving performance reviews is a very complicated and difficult business and that we, managers, don’t do an especially good job at it. The fact is that giving such reviews is the single most important form of task-relevant feedback we as supervisors can provide. It is how we assess our subordinates’ level of performance and how we deliver that assessment to them individually. It is also how we allocate the rewards—promotions, dollars, stock options, or whatever we may use. As we saw earlier, the review will influence a subordinate’s performance—positively or negatively—for a long time, which makes the appraisal one of the manager’s highest-leverage activities.

didn’t see many feedback sandwiches. Instead, I saw them separate the two into different processes. They handled negatives through dialogue, first by asking if a person wants feedback, then having a learning-focused two-way conversation about the needed growth. They handled positives through ultraclear bursts of recognition and praise. The leaders I spent time with shared a capacity for radiating delight when they spotted behavior worth praising. These moments of warm, authentic happiness functioned as magnetic north, creating clarity, boosting belonging, and orienting future action.

If stocks and flows are a system’s core elements, then feedback loops are their interconnections, and in every system, there are two kinds: reinforcing (or ‘positive’) feedback loops and balancing (or ‘negative’) ones. With reinforcing feedback loops, the more you have, the more you get. They amplify what is happening, creating vicious or virtuous circles that will, if unchecked, lead either to explosive growth or to collapse.

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

Second, sexually selected traits may be shaped through reproductive mate choice, directly favoring sex with an individual who displays particular traits. Mate choice need not be conscious, rational, or deliberative. Mate choice refers to both conscious and unconscious processes that may be either psychological, physiological, or both (Miller, 1998). In the ultimate sense, mate choice occurs whenever an organism shows a higher likelihood of mating with an individual by virtue of that individual’s perceivable traits. If the sexually favored trait is heritable, the trait will be passed on to offspring. If both the trait and the preference for the trait are heritable, a positive feedback loop called “runaway sexual selection” may develop, such that in subsequent generations both the preference for the trait and the trait itself become more pronounced. If the selected traits consistently occur in one sex and preferences for the traits occur in the other sex, then sex differences in the trait tend to develop. For example, mate choice by female stalk-eyed flies has led to males evolving much longer eye-stalks, because males with longer eyestalks are preferred, whereas males show no preference for females with long eye-stalks. Usually, the sexual ornaments favored by mate choice carry useful information about the bearer’s genetic and phenotypic quality, but they are also aesthetically pleasing and attractive to the observer (Waynforth, Delwadia, & Camm, 2005). The attractiveness of the trait is due in part to the adaptations of the displayer and to the adaptations of the beholder (Symons, 1995).

Once a non-adaptive preference arises, it may turn into an adaptive preference through one of two processes: Fisher’s runaway process and conversion into a fitness indicator. Fisher (1930) realized that a genetic positive-feedback loop could develop between aesthetic preferences and sexual ornaments. Suppose that peahens vary in the strength of their preference for long peacock tails, and peacocks vary in the length of their tails, and both of these traits are genetically heritable. The peahens that are choosiest about tail length will tend to mate with the longest-tailed males. Their offspring will tend to inherit both the genes for longer-tail preferences and the genes for longer tails. These two traits will become genetically correlated—appearing together more often than expected by chance, if random mating were happening. Now, if most peahens favor longer over shorter tails, the longer-tailed male offspring will attract more mates and sire more peachicks. These peachicks in turn will inherit their grandmother’s tail-length obsession. Thus, the genes for longer-tail preferences and the genes for longer tails will both spread through the population as consequence of their genetic correlation. (The reasoning here looks a bit circular, but then all positive-feedback processes look a bit circular). Population genetics models show that Fisher’s runaway process can drive aesthetic preferences and sexual ornaments to extreme forms (Pomiankowski, Iwasa, & Nee, 1991). Fisher’s runaway process resembles the spread of fads and fashions: advertising creates demand (like a sexual preference), manufacturing fulfills the demand (like a sexual ornament), and a frenzy of consumption ensues (like runaway evolution) until next season’s fashion tastes switch to a new preference.

In recognition of this, I try to follow these guidelines: 1.   How, where, and when you give me feedback is irrelevant—it is the feedback I want and need. Understanding that it is hard to give, I will take it any way I can get it. From my position of social, cultural, and institutional white power and privilege, I am perfectly safe and I can handle it. If I cannot handle it, it’s on me to build my racial stamina. 2. Thank you.

As most people get older, they become more tolerant and accepting. But you do not see this. You are frozen in childhood, unaware that the world has changed around you. You ascribe the mentality of a child to the adults around you. So you avoid situations where you might get exactly the positive feedback that you need. You never find out that you might actually be accepted.

Government does not spend money; it circulates it. It does not redistribute money; it recirculates it. Social security circulates money back to citizens who contributed to it in the first place, and is then circulated again by them, generating increased economic activity that allows others to be paid, to contribute to social security and then to receive those benefits in the future, in an endless and essential positive feedback loop that sustains and expands our economy. Government circulates money, and the flow, direction, and pace of that circulation are determined by policies our elected leaders choose. The market, of course, is the prime circulator of wealth in an economy. But the public policies of this age of greed have created--by design-- historic distortion in the private economy. That is not circulation; it is clumping and clotting. Recirculation of wealth is as necessary to the economy as recirculation of blood is to the body.

Racism is the norm rather than an aberration. Feedback is key to our ability to recognize and repair our inevitable and often unaware collusion. In recognition of this, I try to follow these guidelines: 1.   How, where, and when you give me feedback is irrelevant—it is the feedback I want and need. Understanding that it is hard to give, I will take it any way I can get it. From my position of social, cultural, and institutional white power and privilege, I am perfectly safe and I can handle it. If I cannot handle it, it’s on me to build my racial stamina. 2. Thank you.

Male Power Plus Pro You are quietly currently struggling about your erectile dysfunction and you are looking for a superb male enhancement supplement. Two drugs that are leading arrived at the mind and Vigrx-Plus. That you don't know what type you should try first. Vimax vs Vigrx-Plus is hard to inform what type surpasses the other. That's the actual fact. Both are prime primary penile enlargement drugs that basically work. They acquired a lot of positive feedback about their excellent results and were equally developed back 2000. To help you create your decision to test the top one for yourself this article will inform you each item in detailed. Vimax is preferred by some clients although some favor VigRX Plus. supplementsonlinestore com/male-power-plus-pro/

It is in your interest to create a virtuous feedback loop

Cultures that have social classes, those that have caste systems, and those that practice slavery, all show significantly more of both shame and violence than cultures whose institutions do not divide people in those hierarchical ways. The existence of inequality exposes everyone to the risk of being inferior, which in turn stimulates aggressive competition to inflict the inferior status on others (such as by enslaving, impoverishing, or degrading them). In other words, inequality stimulates shame and shame stimulates the creation of inequality; shame stimulates violence and violence stimulates shame; inequality leads to violence and violence leads to inequality. These are all mutually reinforcing "vicious circles", or positive feedback loops.

An example of the first type is the self-guided torpedo, or the interceptor missile. The target or goal is known—an enemy ship or plane. The objective is to reach it. Such machines must “know” the target they are shooting for. They must have some sort of propulsion system that propels them forward in the general direction of the target. They must be equipped with “sense organs” (radar, sonar, heat perceptors, etc.), which bring information from the target. These “sense organs” keep the machine informed when it is on the correct course (positive feedback) and when it commits an error and gets off course (negative feedback). The machine does not react or respond to positive feedback. It is doing the correct thing already and “just keeps on doing what it is doing.” There must be a corrective device, however, that will respond to negative feedback. When negative feedback informs the mechanism that it is “off the beam,” too far to the right, the corrective mechanism automatically causes the rudder to move so that it will steer the machine back to the left. If it “overcorrects” and heads too far to the left, this mistake is made known through negative feedback, and the corrective device moves the rudder so it will steer the machine back to the right. The torpedo accomplishes its goal by going forward, making errors, and continually correcting them. By a series of zigzags it literally gropes its way to the goal. Dr. Norbert Wiener, who pioneered the development of goal-seeking mechanisms in World War II, believes that something very similar to the foregoing happens in the human nervous system whenever you perform any purposeful activity—even in such a simple goal-seeking situation as picking up a pen from a desk.

positive feedback makes us feel happy, competent, and secure.

Psychic Shivanand is a Famous Indian Astrologer in Melbourne specialized for Astrology solutions; Astrologer in Melbourne will help to get rid of all the problems. Indian Astrologer in Melbourne, Spiritual Healer, Black Magic removal specialist in Melbourne. 0416090269 Best Indian Astrologer and Psychic Reader in Melbourne Psychic Shivanand is a prominent Indian astrologer in Melbourne, Australia. Psychic Shivanand is widely recognized as famous and astrology in Melbourne offering services on palm reading, Business Problem Solution, vastu shastra, horoscope readings. He is an expert and has in-depth knowledge in astrology. He owns positive feedback from the customers for his excellence and accurate prediction that people from far and wide coming seeking his services. Best Indian astrologer in Australia He visits different countries all over the world every year and is now residing in Australia to meet his customers in order to solve their problems. Being a Professional Astrologer, the effective palm reading services I offer are second to none. My work is filled with compassion and my readings are exceptionally dependable. I offer a range of services to serve my clients including love line palm reading, best astrologer in Sydney Love Marriage Palmistry and marriage line Palm Reading. Psychic reading and astrology services in Melbourne Psychic Shivanand is a Sanskrit word and oldest traditional Hindu system of astrology, also known as Hindu astrology, Indian astrology Indian astrology, and more recently Vedic astrology. Psychic Shivanand predict daily, monthly and yearly events in one’s life through Vedic astrology to plan your career,No.1 Indian Astrologer Melbourne manage obstacles and use the favorable. Psychic Shivanand provides Astrology Birth Charts to find your planetary position at the time of your birth. Rasi Chart or Birth Chart based on Vedic astrology

natural cloud fluctuations in the climate system will cause a bias in the diagnosed feedback in the direction of positive feedback, thus giving the illusion of an overly sensitive climate system.

recent satellite data reveal the climate system to be dominated by negative, not positive, feedback.

I fear this is the case because niceness is habit-forming. Once you’ve become nice there are no limits to what you will do to continue to evince positive feedback from the world around you. It’s a self-reinforcing spiral that never needs to stop.

What to do to be an Expert in Freelancing? What is Freelancing? We already know that, Now let's see What to do to be an Expert in Freelancing - Things to do for Self Development: Get positive feedback from clients by practicing what you are good at, and finding work that matches your skills. This is the key to your improvement and the first step to success. When you start to succeed, choose the opportunities that work best for you. Use the time appropriately and fully. Some of the processes of Self-Presentation after Self-Development are discussed below - Process of Introducing Yourself: 1. Enhance your profile and build your portfolio with accurate information about yourself. 2. Create your own signature that will identify you in your work. 3. Always use your own photo and signature for original work. 4. Run your own campaign. For example: commenting on others' posts, making full use of social sites, keeping in touch with others, doing service work, teaching others, participating in various seminars, and distributing leaflets or posters. Showing Professionalism: How to express or calculate that you are a professional? There are many ways, by which you can easily express that you are a professional entrepreneur or employee. The ways are: 1. Professionals never work for free, so before starting a job, you must be sure about the remuneration. 2. Professionals don't work on balance, if you want to show professionalism you must pay in cash or promise to pay half in advance and the rest at the end of the job. 3. A professional never lacks any research or communication for his work. Win the Client's Heart: There are thousands of freelancers in front of a client for a job, but only one gets the job. The person who got the job got it because he presented himself in the client's mind. Mistakes to Avoid: Only humans are fallible. It is natural for people to make mistakes, but if people can't learn from those mistakes then it is better not to make such mistakes. The Mistakes are: 1. Failure to identify oneself. 2. Show Engagement. 3. Lack of communication with the client etc. Being Punctual: It is wise to do the work on time. Never leave work. Because if you leave work, the amount of work will increase and not decrease. Therefore, it is better to do the work of time in time and move towards the formation of life by being respectful of time. So, if the above tasks are done or followed correctly, achieving success as a freelancer is just a saying. To make yourself a successful and efficient freelancer, the importance and importance of the above topics is immense.

There is a positive feedback loop created between mosses and humidity. The more mosses there are, the greater the humidity.

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

Staging value creation. The platform managers arrange for the creation of value units that will attract one or more sets of users and demonstrate the potential benefits of participating in the platform.5 Those initial users create more value units, attract still other users, and set up a positive feedback loop that leads to continuing growth.6 The Huffington Post followed this strategy by hiring writers to create an initial array of high-quality blog posts for the site, thereby attracting readers. Some of these readers began contributing blog posts of their own, leading to the gradual development of a wider network of content creators and attracting even more readers.

Realization 4. News from field climatologists will keep getting worse. When one positive feedback—such as a “gigaburp” of methane released from melting permafrost—takes off conspicuously, a sense of public emergency will take off with it. Already temperatures in the Arctic have gone up over 4°C since 1950. The suddenness of a self-accelerating phenomenon invites proportionally immediate response.

The brand's reputation can be significantly impacted by the online narrative. A positive reputation can enhance trust and credibility, whereas negative sentiments can damage a brand’s image and deter potential customers. ORM helps mitigate the risk of a tarnished reputation by addressing negative feedback promptly and promoting positive stories.

Imagine a baby’s brain as a market, with each synapse representing a company or entrant. When the baby is born, the market is buzzing because the brain is creating a lot of synapses and some will be wildly successful. Enthusiasm reigns. Introduce prices, and you have a foundation for a mania. Investors use price as an important cue, among others, toward a business’s potential success. As the price is bid up, humans naturally want to participate. A positive-feedback loop kicks in, which bootstraps a mania. But as we know, many synapses, or companies, don’t make it. The path to innovation is paved with failure and waste.

If such a positive feedback loop should ever arise in a collection of molecules, the concentrations of all members of the autocatalytic set would take off. Kauffman’s astonishing discovery was that the existence of such loops was absolutely certain if the number of kinds of molecules in the soup was large enough. And this number did not have to be very large. A molecular mixture shows a natural transition from boring to fascinating behavior as the number of kinds of molecules grows. This transition forms the basis of a completely new theory in which the origin of life is not improbable, but inevitable.

Traditional, corrective feedback has its place, of course; every organization must filter out failing employees and ensure that everyone performs at an expected level of competence. But too much emphasis on problem areas prevents companies from reaping the best from their people. After all, it’s a rare baseball player who is equally good at every position. Why should a natural third baseman labor to develop his skills as a right fielder?

When leaders solicit criticism, respond constructively to it, and reward it, they begin the process of normalizing feedback as a positive force. When the CEO solicits criticism and rewards people for giving it to them it sends a signal to middle managers that they should do the same. As people at all levels of the organization realize giving honest feedback is safe and even encouraged, a virtuous cycle ensues, producing teams that function at a remarkably high level. People are more innovative when they are less afraid to take risks, and when they learn from mistakes rather than hiding and repeating them.

By “feedback sandwich,” we mean starting with something positive (to soften up the other person), then saying something negative, and ending with something positive so they will feel good.

Second, try, over time, to be balanced in the amount of positive and negative feedback you give.

In many cultures that are less individualistic than the United States, it may be embarrassing to be singled out for positive praise in front of others. Give your individual feedback to the individual and give only group feedback to the group.

One of the Singaporean doctors, a small woman in her fifties, protested vociferously when she saw the far left-hand positioning of Israel on the Evaluating scale. “I don’t see how Israel can be positioned as so direct! We have been with our Israeli friends here all week and they are good, kind people!” From her Singaporean perspective being good was correlated with being diplomatic and being very direct was correlated with not being kind. In response, one of the Israeli doctors declared, “I don’t see what that has to do with it. Honesty and directness are a great virtues. The position is correct, and I am very proud of it.” Israel is one of several cultures that value both high-context communication and direct negative feedback.

low-context, explicit communication as well as direct negative feedback. The natural coherence of these two positions makes communication from people in this quadrant fairly easy to decode. Take any messages they send literally and understand that it is not intended to be offensive but rather as a simple sign of honesty, transparency, and respect for your own professionalism.

All of us like to hear good things said about us and to us. We all want to be appreciated. However, many people don’t receive positive feedback or appreciation from their leaders at work.

As Lean Startups grow, they can use adaptive techniques to develop more complex processes without giving up their core advantage: speed through the Build-Measure-Learn feedback loop. In fact, one of the primary benefits of using techniques that are derived from lean manufacturing is that Lean Startups, when they grow up, are well positioned to develop operational excellence based on lean principles. They already know how to operate with discipline, develop processes that are tailor-made to their situation, and use lean techniques such as the Five Whys and small batches. As a successful startup makes the transition to an established company, it will be well poised to develop the kind of culture of disciplined execution that characterizes the world’s best firms, such as Toyota

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

When I began this work, I dreaded getting feedback from people of color on my racist patterns and assumptions. Now I welcome this feedback. Perhaps the most powerful lesson I have learned in terms of interrupting my own white fragility is that this feedback is a positive sign in the relationship

Any attempts to trick ourselves into work with external rewards (like doing something nice after finishing a chapter) are only short-term solutions with no prospect of establishing a positive feedback loop. These are very fragile motivational constructions. Only if the work itself becomes rewarding can the dynamic of motivation and reward become self-sustainable and propel the whole process forward

Many other industries have their practice patterns measured. In 2009, the utility company Positive Energy (now Opower) was interested in reducing power use in neighborhoods. Their data showed that some households used far more electricity than their neighbors. After all, there are no standardized protocols on turning lights on or off when one vacates a room. Just ask anyone who’s argued with a spouse about this issue. The company decided to mail each household a regular feedback report that compared their electricity and natural gas usage to that of similarly sized households in their neighborhood. Playing on the benchmarking theme, the data feedback intervention resulted in an overall reduction in household energy use. When people saw they were outliers, they modified their habits so their usage fell more into line with that of their peers. In a year, this simple intervention reduced the total carbon emissions of the participating houses by the equivalent of 14.3 million gallons of gasoline, saving consumers more than $20 million.4 Lots of utility companies now take this approach—and it works.

Our devices don’t have feelings (yet!) — if they did, they would be equivalent to the needy narcissistic partner for whom no amount of attention is ever enough. They superficially appear to care about you, give you just enough positive feedback to keep you interested in them, but never genuinely ask how you feel about your relation- ship. You doubt that you should get more serious, but it’s too easy to stay.

mother is trying hard to praise her daughter and give her positive feedback. But what has Zoe learned? That every time she dashes off a drawing and shows it to her mother, she can depend on a momentary good feeling from her mother’s praise, but not necessarily a good feeling about her work. That she can’t trust her own judgement; her well-intentioned mum will decide whether

Positive feedback reinvigorates effort and belief.

What to Do Tonight Support autonomy, support autonomy, support autonomy. Explore where your child’s true inner motivation lies. You can do this by asking when in life he or she feels “really happy.” Kids with a healthy self-drive will commonly think of times when they perform well in school or in sports, are engaged in pleasurable pastimes, or do something fun with their friends or family. In contrast, kids who are obsessively motivated or have difficulty sustaining motivation and effort will often say that they feel happiest when they have no responsibilities, when nothing is expected of them, and when they feel no pressure. Make a point of speaking with your kids about what it is they want in life. What do they love to do? What do they feel they’re good at? If there’s a reason they’re here, what might that be? Help your child articulate (and write down) goals. We will explore this in more depth in Chapter Ten. For now, simply the act of voicing where she wants to get is a remarkably constructive step. Encourage flow in any activity by giving your kids the space and time they need to do what they love. Teach and model a love of challenge and persistence in the face of difficulty. Attribute positive motivational qualities to young kids (e.g., “I’ve noticed that you don’t give up on things.”). Teach your kids not to be overly preoccupied with pleasing others. If they’re focused on external feedback, consider occasionally saying something like, “Everybody feels good when they’re successful at things and get positive feedback from other people. It’s completely normal. My experience, though, is that the wisest thing is to evaluate your own performance and to focus on getting better at doing the right thing.” If your child doesn’t seem to have a passion, remember that there are many people and experiences that will positively influence their lives. Seek out mentors or role models in different fields, and expose them to a range of careers and life choices.

I try to start by sprinkling the ground with a few light positive comments and words of appreciation. Then I ease into the feedback with “a few small suggestions.” As I’m giving the feedback, I add words like “minor” or “possibly.” Then I wrap up by stating that “This is just my opinion, for whatever it is worth,” and “You can take it or leave it.” The elaborate dance is quite humorous from a German’s point of view. We’d be much more comfortable just stating Das war absolut unverschämt (“that was absolutely shameless”). But it certainly gets my desired results!

Drawing from Skinner’s behaviourism theory, transformative teaching utilizes reinforcement and effective feedback to shape students' behaviour and learning outcomes, encouraging positive engagement and progress.

Despair, anxiety, and depression can lead to negative changes to your microbiota, called dysbiosis. That disruption can channel anxiety and depression right back into your brain. It creates what most of life tries its best to avoid: a positive feedback loop, otherwise known as a vicious cycle.

What can I do to avoid anger and resentment that comes from the feedback? How can I maintain a positive attitude while I listen to the feedback?

How, where, and when you give me feedback is irrelevant—it is the feedback I want and need. Understanding that it is hard to give, I will take it any way I can get it. From my position of social, cultural, and institutional white power and privilege, I am perfectly safe and I can handle it. If I cannot handle it, it’s on me to build my racial stamina.

Drives are the functions of nomadic cybernetic systems, not instincts, but simulated instincts , artificial instincts. They arc plastic replacements for hard-wired instinctual responses, routing a sensory-motor pathway through the virtual machine of the unconscious . There are two basic diagrams for such processes : that of regulation by negative feedback which suppresses difference and seeks equilibrium, or that of guidance by positive feedback which reinforces difference and escapes equilibrium. Machinic processes are either cyberpositive-nomadic, with a deterritorializing outcome, or cybernegative-sedentary, with a reterritorializing outcome.

One effective strategy is acting as if. In other words, even those who lack an inner sense of self-confidence can act as if they are self-confident by not giving up, working hard at tasks that seem difficult, and trying to reverse temporary setbacks. This can form a positive feedback loop wherein the additional effort actually results in success and helps to gradually build up the person’s sense of agency and competence.

People do escape high conflict. Individuals—even entire communities—find ways to short-circuit the feedback loops of conflict. They don’t suddenly agree, and this is important: they don’t surrender their beliefs. Nor do they defect, switching from one position to the opposite extreme. Instead, they do something much more interesting: they become capable of comprehending that with which they still disagree. Like someone who learns a second language, they start to hear the other side without compromising their own beliefs. And that changes everything. Curiosity returns. Humanity revives. IQs go back up. Conflict becomes necessary and good, instead of just draining.

They might not ask you for your opinion, but you should be prepared to offer constructive and positive feedback. Most of all, avoid being negative and petty.

Praise and positive feedback are much less corrosive than cash and trophies.

This is why we are rewarded with parties, presents, ceremonies, celebrations, and positive feedback from our friends and family when we “achieve” certain milestones that affirm this so-called progression (i.e., birthdays, graduations, weddings, anniversaries, retirements). The illusion of linear time was created as a way to make sure that humans stay in line, and follow the rules, and keep to the system’s prefab formulas. The problem is that when we operate from the distorted perspective of linear time, we cut ourselves off from the quantum realm of limitless possibility.

Remarkable, really, that you never actually get positive feedback from the customers themselves, only via some third party.

All rituals are grounded in repetition and rigidly fixed action sequences.17 But they differ from habits in one important way. Rituals lack a direct, immediate reward. Instead, we have to invent a meaning and impose it on them. We lift our glasses to toast, blow out candles on a birthday cake, and wear caps and gowns at graduation. The act of standing silently for a song, singing while candles burn, or wearing a ceremonial costume acts as feedback, reinforcing our belief that something meaningful is taking place—an act of respect for our country, a celebration of another year, or an educational accomplishment.

this research shows that receiving three pieces of positive feedback for each piece of negative or corrective feedback can produce positive behavior change all by itself.

Overcrowding works in a different way for creators than for viewers. For creators, the problem becomes—how do you stand out? How do you get your videos watched? This is particularly acute for new creators, who face a “rich get richer” phenomenon. Across many categories of networked products, when early users join a network and start producing value, algorithms naturally reward them—and this is a good thing. When they do a good job, perhaps they earn five-star ratings, or they quickly gain lots of followers. Perhaps they get featured, or are ranked highly in popularity lists. This helps consumers find what they want, quickly, but the downside is that the already popular just get more popular. Eventually, the problem becomes, how does a new member of the network break in? If everyone else has millions of followers, or thousands of five-star reviews, it can be hard. Eugene Wei, former CTO of Hulu and noted product thinker, writes about the “Old Money” in the context of social networks, arguing that established networks are harder for new users to break into: Some networks reward those who gain a lot of followers early on with so much added exposure that they continue to gain more followers than other users, regardless of whether they’ve earned it through the quality of their posts. One hypothesis on why social networks tend to lose heat at scale is that this type of old money can’t be cleared out, and new money loses the incentive to play the game. It’s not that the existence of old money or old social capital dooms a social network to inevitable stagnation, but a social network should continue to prioritize distribution for the best content, whatever the definition of quality, regardless of the vintage of user producing it. Otherwise a form of social capital inequality sets in, and in the virtual world, where exit costs are much lower than in the real world, new users can easily leave for a new network where their work is more properly rewarded and where status mobility is higher.75 This is true for social networks and also true for marketplaces, app stores, and other networked products as well. Ratings systems, reviews, followers, advertising systems all reinforce this, giving the most established members of a network dominance over everyone else. High-quality users hogging all of the attention is the good version of the problem, but the bad version is much more problematic: What happens, particularly for social products, when the most controversial and opinionated users are rewarded with positive feedback loops? Or when purveyors of low-quality apps in a developer platform—like the Apple AppStore’s initial proliferation of fart apps—are downloaded by users and ranked highly in charts? Ultimately, these loops need to be broken; otherwise your network may go in a direction you don’t want.

Activities that even momentarily cause discomfort, that don’t provide immediate positive feedback, are subtracted from the realm of experience.

But intergenerational population replacement has made individual-choice norms increasingly acceptable—initially among the younger and better-educated strata of high-income societies. Experimentation with new norms occurs, and when it seems successful, spreads—with the prevailing outlook gradually shifting from rejection to acceptance of the new norms. As attitudes become more tolerant, more gays and lesbians come out. Growing numbers of people realize that some of the people they know and like are homosexual, leading them to become more tolerant and encouraging more LGBTQ people to come out, in a positive feedback loop (Andersen & Fetner, 2008; R. Inglehart and Welzel, 2005).

When parents do not provide safe enough bonding and positive feedback, the child flounders in anxiety and fear. Many children appear to be hard-wired to adapt to this endangering abandonment with perfectionism.

Suggested Boundary Tell people what you need. Erica has become aware that she needs positive feedback and affirmation. Communicating this need to her family could give her the push she needs.

The one big exception arises when managers are providing feedback to their subordinates. In a French setting, positive feedback is often given implicitly, while negative feedback is given more directly. In the United States, it’s just the opposite. American managers usually give positive feedback directly while trying to couch negative messages in positive, encouraging language.

Getting feedback that mirrors how you think or feel about yourself can be comforting; it might make you feel as if things make sense. In contrast, hearing something that does not fit your experience can be jarring and upsetting. Even people who have negative thoughts about themselves would rather hear negative things than positive things about themselves

Not everyone needs to be a hiker, but using “not my thing” is too convenient. Activities that even momentarily cause discomfort, that don’t provide immediate positive feedback, are subtracted from the realm of experience.

Mistakes and symptoms: Fishing for compliments. “I’m thinking of starting a business... so, do you think it will work?” “I had an awesome idea for an app — do you like it?” Exposing your ego (aka The Pathos Problem). “So here’s that top-secret project I quit my job for... what do you think?” “I can take it — be honest and tell me what you really think!” Being pitchy. “No no, I don’t think you get it...” “Yes, but it also does this!” Being too formal. “So, first off, thanks for agreeing to this interview. I just have a few questions for you and then I’ll let you get back to your day…” “On a scale of 1 to 5, how much would you say you…” “Let’s set up a meeting.” Being a learning bottleneck. “You just worry about the product. I’ll handle the customers.” “Because the customers told me so!” “I don’t have time to talk to people — I need to get back to coding!” Collecting compliments instead of facts and commitments. “We’re getting a lot of positive feedback.” “Everybody I’ve talked to loves the idea.

Anytime I received positive feedback, it felt like the kudos were directed at my performance, not me. There was no me. And you can’t build self-esteem or self-confidence if you have no sense of self.

When people reflect on how it feels when their experience is most positive, they mention at least one, and often all, of the following. First, the experience usually occurs when we confront tasks we have a chance of completing. Second, we must be able to concentrate on what we are doing. Third and fourth, the concentration is usually possible because the task undertaken has clear goals and provides immediate feedback. Fifth, one acts with a deep but effortless involvement that removes from awareness the worries and frustrations of everyday life. Sixth, enjoyable experiences allow people to exercise a sense of control over their actions. Seventh, concern for the self disappears, yet paradoxically the sense of self emerges stronger after the flow experience is over. Finally, the sense of the duration of time is altered; hours pass by in minutes, and minutes can stretch out to seem like hours.

Google Bewertungen Loschen specializes in managing and removing negative Google reviews to protect your business's reputation. They provide swift, effective solutions, promoting positive feedback while addressing harmful reviews. Their transparent pricing ensures you only pay for successful removals, with no upfront costs. Trust them to enhance your online presence and customer trust with expert review management.

My critic, like my parents, always found something flawed in me to contradict the feedback that I was getting. Ninety-nine percent on a test was never a cause for pride. Rather, it was the impetus for a great deal of self-criticism about the missing one percent. Like many other survivors that I have worked with, I developed the imposter’s syndrome. This syndrome contradicted the outside positive feedback that I was receiving. It insisted that if people really knew me, they would see what a loser I was. Eventually, however, I became confident in my intelligence even though my self-esteem was still abysmal.

An excessively positive outlook can also complicate dying. Psychologist James Coyne has focused his career on end-of-life attitudes in patients with terminal cancer. He points out that dying in a culture obsessed with positive thinking can have devastating psychological consequences for the person facing death. Dying is difficult. Everyone copes and grieves in different ways. But one thing is for certain: If you think you can will your way out of a terminal illness, you will be faced with profound disappointment. Individuals swept up in the positive-thinking movement may delay meaningful, evidence-based treatment (or neglect it altogether), instead clinging to so-called “manifestation” practices in the hope of curing disease. Unfortunately, this approach will most often lead to tragedy. In perhaps one of the largest investigations on the topic to date, Dr. Coyne found that there is simply no relationship between emotional well-being and mortality in the terminally ill (see James Coyne, Howard Tennen, and Adelita Ranchor, 2010). Not only will positive thinking do nothing to delay the inevitable; it may make what little time is left more difficult. People die in different ways, and quality of life can be heavily affected by external societal pressures. If an individual feels angry or sad but continues to bear the burden of friends’, loved ones’, and even medical professionals’ expectations to “keep a brave face” or “stay positive,” such tension can significantly diminish quality of life in one’s final days. And it’s not just the sick and dying who are negatively impacted by positive-thinking pseudoscience. By its very design, it preys on the weak, the poor, the needy, the down-and-out. Preaching a gospel of abundance through mental power sets society as a whole up for failure. Instead of doing the required work or taking stock of the harsh realities we often face, individuals find themselves hoping, wishing, and praying for that love, money, or fame that will likely never come. This in turn has the potential to set off a feedback loop of despair and failure.

Treatment of eating disorders is improved by the recognition that strenuous dieting arouses famine protection mechanisms that are prone to initiate a positive feedback spiral.

How others see me is how I see myself. When others see me as good, smart, attractive, important and other positive things, I can see myself that way and I like that a lot. I also need these reflections because I have no ability to create a stable self-image, so if I can't find anyone to reflect a positive image of myself back to me, my self-worth crashes and I have no way to do anything about it. I literally live on the opinions of others. If others do not verify my existence through giving me some kind of reflection and feedback via reactions to me, I cannot see myself. I do not exist. And remember, "positive" in this context doesn't necessarily mean "good." That is ideal and would probably always be the preferred situation, but many, many narcissistic people can survive on mostly negative attention, too. As long as their existence can be verified through reactions (attention) and they can experience themselves as important in some way - even if it's by making other people angry or upset at them, or through hurting others - that is enough. Some masochistic or sadistic narcissists may have even learned to thrive on negative attention and may gear their efforts toward doing things that constantly result in them being punished or in punishing others.

But keep in mind one ginormous caveat: Repeated "now that" bonuses can quickly become expected "if-then" entitlements-which can ultimately crater effective performance.. ... First, consider nontangible rewards. Praise and positive feedback are much less corrosive than cash and trophies. In fact, in Deci's original experiments, and in his subsequent analysis of other studies, he found that "positive feedback can have an enhancing effect on intrinsic motivation." So if the folks on the design team turn out a show-stopping poster marbe just walk into their offices and say, "Wow.

Achieving small, calibrated goals has been linked to higher well-being than the bigger, broader goals, because it gives us regular feedback and encouragement. A belief in attainable goals creates sustainable hope—which, in turn, also helps us to find purpose and meaning.

1. Understanding Myanmar's Market Research: The Function of AMT Market Research In the rapidly changing economic landscape of Myanmar, businesses are increasingly recognizing the significance of making well-informed decisions based on complete market insights. One of the central members driving this development is AMT Statistical surveying, a main market research survey in Myanmar which has laid out its presence in Myanmar. With a populace of more than 54 million, Myanmar is a country wealthy in assets and potential. Be that as it may, its market is perplexing, impacted by a heap of elements like social variety, monetary vacillations, and administrative changes. Organizations need accurate data and insights to effectively navigate this complexity, and AMT Market Research meets this need. AMT Market Research has established itself as one of the best market research firms by employing cutting-edge techniques tailored to Myanmar's particular landscape. They use a combination of qualitative and quantitative research methods to get a complete picture of the market. From buyer conduct investigation to cutthroat scene appraisals, AMT gives priceless bits of knowledge that assist organizations with pursuing informed vital choices. market research survey in Myanmar is one of AMT's most distinctive methods. AMT enables businesses to comprehend preferences, purchasing habits, and emerging trends by directly engaging with customers and gathering firsthand feedback. Businesses can strategically tailor their offerings thanks to this grassroots approach, which not only reveals what consumers want but also identifies market gaps. AMT' market research survey in Myanmar, on top of that, are designed to be comprehensive yet effective. They use a combination of online surveys, focus groups, and in-person interviews to get responses from a wide range of people from different demographic groups. By collecting data in a variety of ways, businesses can reach a wider audience while also focusing on specific markets. It is essential to have an understanding of socioeconomic factors in a market that is still in its infancy. In their surveys, AMT Market Research emphasizes the significance of demographic insights. They assist businesses in developing targeted marketing strategies that resonate with their intended audience by taking into account variables such as education levels, income levels, and regional differences. This scientific thoroughness guarantees that suggestions are information driven as well as mirror the social and monetary real factors of the customers. Another thing that sets it apart is the company's dedication to conducting research in an ethical manner. AMT Market Research's core values of honesty, integrity, and dependability help to build trust with clients and respondents alike. Organizations can feel sure that the bits of knowledge gave are precise as well as gathered with deference for members' privileges and information security. The demand for high-quality market research will only grow as the economy of Myanmar continues to mature and the market attracts more attention from around the world. AMT Market Research positions itself as a crucial partner for businesses looking to enter or expand into the Myanmar market and is prepared to meet this demand. They are at the forefront of this ever-evolving sector because of their expertise and local knowledge. In conclusion, AMT Market Research provides essential tools and insights that can aid in strategic planning and execution for businesses trying to navigate the complexities of Myanmar's market. They play a crucial role in shaping the future of businesses in Myanmar through their commitment to ethical practices and comprehensive market research surveys. Associations looking for development ought to think about utilizing AMT's ability to open the potential inside this promising business sector.

Despite its many layers, I THIRST is a simple tale. I have truly been honored by the positive feedback for my little story. As the author, it is my hope that it will be a parallel to your own journey, that you will be able to relate to the characters within and apply it to your own life. While there are universal themes, I think that each reader gets something different out of a book. May you find yourself in I THIRST. Perhaps it’s not much, but, if I could offer a little rose to the world, this would be it.

I was born near Sydney, Australia, a long time ago. A lovely young woman named Dawn married me in 1972 and we were blessed with three wonderful sons – Daniel, Ben and Nathan. Sometime during the 1980s Dawn suggested I write a short story for the three boys, so each lunchbreak I would sit in my car and write and each night I would type what I had written. This was a very different challenge to the journalism I had been trained in as a reporter on a New South Wales country newspaper. When a chapter was completed I would read it to the family and their enthusiasm would encourage me to keep writing (the fact that Daniel, Ben and Nathan were also the starring characters may have strengthened their support!). The short story became a novel which was released in 1989 as “The Fortress of Migdol”. The feedback I received was very positive, and to my pleasant surprise this came from all ages and both genders. These positive responses, as well as our belief that the story had something worth sharing, eventually sparked the idea of giving it a new and more effective distribution. I took the opportunity to rework a lot of the writing and even added whole new events that brought greater depth and breadth to the world of Eldengard and its themes. Finally, after somehow ending up twenty thousand words longer, the new version was finished. “Dewthor and the Fortress of Migdol” was ready to leave home. Dawn and I live in the small bayside community of Woody Point, just north of Brisbane in Queensland, Australia. We have been married for 40 years and our three sons are now in their 30s.

Often this shift occurs in reaction to apparent failings of previous generations or leadership. We see the outsider criticizing the previous leader or the church in general for a perceived arrogance and harshness and so, to win their respect or to gain a hearing—for the best possible motives of their salvation—we seek to establish ourselves as distinct from those that are disliked, and then present ourselves in such a way that the sinner is struck by our warmth, care and inclusiveness. This will almost certainly lead to growth. We will gain much positive feedback and on occasion great affirmation as the representatives of a kind of Christianity that is so much more appealing. However, the critical thing to note is that this path will always only buy short-term impact at the cost of long-term gain. Very shortly we will either have to display a very different side—in proclaiming the hard edges of a love that clearly has boundaries (to the disillusionment or greater disdain of the community, for having been conned), or we will shift our presentations so as to never disappoint our newly won audience. In doing this we will have taken the first steps on the path of compromise.

make sure all of your basics are perfect first, test out your conversion with advertising, make sure your book is finding the right target readers and that feedback is positive.

Meditation is a way to still the mind. In today's age we all can use some stillness. A lot of today's problems; depression, anxiety, attention deficit disorder, stress etc. are all due to the superfast pace of our lives. When the mind doesn't get to be still for too long, it can't stay healthy. Once negativity settles in, it creates a negative feedback loop in which the negativity feeds on itself and keeps growing. But with the help of meditation you can create a positive feedback loop and get out of this hole.

An extreme, rapid forcing may suddenly drive the climate system into some unanticipated, radically different state to which it is virtually impossible to adapt. Such a catastrophic climate surprise could occur through a changing climate setting off a series of positive feedbacks—for

WE SAW HOW INCLUSIVE economic and political institutions emerge. But why do they persist over time? The history of the Black Act and the limits to its implementation illustrate the virtuous circle, a powerful process of positive feedback that preserves these institutions in the face of attempts at undermining them and, in fact, sets in motion forces that lead to greater inclusiveness. The logic of virtuous circles stems partly from the fact that inclusive institutions are based on constraints on the exercise of power and on a pluralistic distribution of political power in society, enshrined in the rule of law. The ability of a subset to impose its will on others without any constraints, even if those others are ordinary citizens, as Huntridge was, threatens this very balance.

Inclusive economic and political institutions do not emerge by themselves. They are often the outcome of significant conflict between elites resisting economic growth and political change and those wishing to limit the economic and political power of existing elites. Inclusive institutions emerge during critical junctures, such as during the Glorious Revolution in England or the foundation of the Jamestown colony in North America, when a series of factors weaken the hold of the elites in power, make their opponents stronger, and create incentives for the formation of a pluralistic society. The outcome of political conflict is never certain, and even if in hindsight we see many historical events as inevitable, the path of history is contingent. Nevertheless, once in place, inclusive economic and political institutions tend to create a virtuous circle, a process of positive feedback, making it more likely that these institutions will persist and even expand. The

About MC Steve Even when I was a kid, I knew I wanted to be a writer. Stories always fascinated me. And I did not just see them in books and movies… I saw them everywhere - especially in video games. When I looked at the characters in the video games I loved, I always wondered: What is their story? What do they spend their time thinking about? What great adventures will they have? Now, as an adult, and living in the greatest city in the world, I still wonder the same things. Living in New York means that ten thousand times a day I pass by strangers, each with rich and complicated lives I know nothing about. But I want to know! And when I want to know, I write. There is a medium for stories that I think many people – especially adults – ignore: and that is video games. So long and complicated are the plots of video games that sometimes they are richer than movies, or even books! In fact, it was Minecraft that actually got me going in my writing career. I saw it as a channel where the audience could not only engage in the stories, but actively participate in them. Hence, my desire to write my first book - Diary of a Minecraft Wimpy Zombie. When I first published my story, I was terrified. What will people think of me? Will they like my stories? However, given some time, kids have come up to me and told me how much they loved my book. They were not only reading, but enjoying my book! It was this feeling - reaching and connecting with kids – that inspired me to write some more. And, as I continued to write, the more positive feedback I got! Before I knew it, Readers’ Favorite rated my book 5 Stars and I became a #1 Amazon best-selling author, all from following my passion and responding to the passion I saw in others. Wimpy Zombie says, “Because zombies can’t go out into the sun, most of them tend to be afraid of anything that can go into the sun and live to tell the tale.” Let me say this: in a writer’s sense, I used to be a zombie. I was afraid to display my work to the light of day, for fear of the scorching rays of ridicule, embarrassment, or failure. But, like Wimpy Zombie eventually learns, and I learned myself, everyone needs to, at some point in their lives, be brave enough to venture into the sun. If you’d like to post a review, click on the button below and it will take you to the reviews page straightaway:  

A fair amount of feedback had focused on John himself, and not all of it was positive. In

Some hold the position that education is serious, but games are not; therefore games have no place in education. But an examination of our educational system shows that it is a game! Students (players) are given a series of assignments (goals) that must be handed in (accomplished) by certain due dates (time limits). They receive grades (scores) as feedback repeatedly as assignments (challenges) get harder and harder, until the end of the course when they are faced with a final exam (boss monster), which they can only pass (defeat) if they have mastered all the skills in the course (game). Students (players) who perform particularly well are listed on the honor roll (leader board). Traditional educational methods often feature a real lack of surprises, a lack of projection, a lack of pleasures, a lack of community, and a bad interest curve.

1.  Staging value creation. The platform managers arrange for the creation of value units that will attract one or more sets of users and demonstrate the potential benefits of participating in the platform.5 Those initial users create more value units, attract still other users, and set up a positive feedback loop that leads to continuing growth.6 The Huffington Post followed this strategy by hiring writers to create an initial array of high-quality blog posts for the site, thereby attracting readers. Some of these readers began contributing blog posts of their own, leading to the gradual development of a wider network of content creators and attracting even more readers.

In his excellent book Turtles, Termites, and Traffic Jams (1997), Mitchel Resnick outlines a list of five heuristics associated with the aggregation of interactions: o   Positive feedback isn’t always negative. o   Randomness can help create order. o   A flock isn’t a big bird. o   A traffic jam isn’t just a collection of cars. o   The hills are alive (i.e., don't forget the environment).

One reason that recognition is vital to doing good work is that it feeds our need for competence. When we receive positive feedback, we experience an emotional rush. Competence is inherently motivating, which is why feeling like you’re good at your job leads you to invest even more of yourself in your work.

Wilderness leaders need to understand that there are varying normal responses to a crisis. Until there is time to regroup, behaviors may seem unusual when, in truth, they should be expected. Some behaviors that may emerge in the face of a crisis include: 1. Regression. Many grown people revert to an earlier stage of development. The theory is that, since their parents used to care for them as children, someone else may care for them now if they behave in a childlike manner. In particular, tantrums used to be very effective. Tantrum-like or very dependent behavior is not unusual. 2. Depression. Closing into one’s inner world is another common response to crisis. This is where some people find the sources of strength to cope with an emergency. This is characterized as a shutdown effect: fetal positioning, slumped shoulders, downcast eyes, arms crossed over the chest, and unwillingness or difficulty in communicating. 3. Aggression. Some people lash out, physically or emotionally, at threats, including the vague threat of an emergency. High adrenaline levels may intensify the response, and so may the feelings of frustration, anger, and fear that commonly surround unexpected circumstances. This response is characterized by explosive body language, including swinging fists and jumping up and down. What one should do about the various behaviors that surface during a crisis depends somewhat on the individual circumstances. As a general rule, open communication, acknowledgement of the emotional impact of the event, and a healthy dose of patience and tolerance can go far during resolution of the situation. Some basic procedures to consider in crisis management might include the following: 1. Engage the patient in a calm, rational discussion. You can start the patient down the trail that leads through the crisis. 2. Identify the specific concerns about which the patient is stressed. You both need to be talking about the same problems. 3. Provide realistic and optimistic feedback. You can help the patient return to objective thinking. 4. Involve the patient in solving the problem. You can help the patient and/or the patient can help you choose and implement a plan of action. Someone who completely loses control needs time to settle down to become an asset to the situation. Breaking through to someone who has lost control can be a challenge. Try repetitive persistence, a technique developed for telephone interrogation by emergency services dispatchers. Remain calm, but firm. Choose a positive statement that includes the person’s name, such as, “Todd, we can help once you calm down.” (An example of a negative statement would be, “Todd, we can’t help unless you settle down.”) Persistently repeat the statement with the same words in the same tone of voice. The irresistible force (you) will eventually overwhelm the immovable object (the out-of-control person). Surprisingly few repetitions are usually needed to get through to the patient, as long as the tone of voice remains calm. Letting frustration or other emotions creep into the tone of voice, or changing the message, can ruin the entire effort. Over time, the overwhelming responses that generated the reaction may occasionally resurface. This is normal. Without being judgmental or impatient, regain control through repetitive persistence. A crisis may bring out a humorous side (sometimes appropriately, sometimes not) among the group. When you wish to release the intensity surrounding a situation or crisis, appropriate laughter is one of the best methods. It should also be noted that many people cope just fine with emergency situations and unexpected circumstances. They are a source of strength and an example of model behavior for the others.

Memory is subjected to a psychological process consisting of the recall of an event. When recalling an event from memory, distortion and selection of certain cues take place. When emphasis is placed on a cue, the cue becomes more and more dominant because of the positive feedback involved in the conditioning. The more sexually stimulating the fantasy becomes, the greater the likelihood that the progression to a masturbatory fantasy will occur. Consequently, through conditioning, it is the fantasy itself that becomes more and more erotically arousing. McGuire et al. (1965) offered a paraphilic case example to illuminate this fantasy progression. A 17-year-old male had witnessed a young girl changing clothes through an open window. He was initially stimulated by this encounter and subsequently took to masturbating while remembering the incident. With the passage of time, the memory of the actual event became vague. However, advertisements and shop window displays of women’s lingerie continually reminded him of the initial image. These visual cues were used as part of his fantasy and, through the course of 3 years, his sexual interests in women gradually and consistently changed to include an erotic fascination with female undergarments. To sustain his paraphilic fantasy, the man either bought or stole these items.

With an objective eye, take an inventory of your successes and enlist the honest feedback of a trusted and respected mentor or peer. Chances are they see you in a better light than you see yourself!

If you want to enjoy confidence, engagement, positive feedback, connection, and reward in your relationships, start being and doing what it takes to make it happen.

Speaking on Stage Speakers and presenters have only a few short seconds before their audience members begin forming opinions. True professionals know that beginning with impact determines audience engagement, the energy in the room, positive feedback, the quality of the experience, and whether or not their performance will be a success. A few of the popular methods which you can use to break the ice from the stage are: • Using music. • Using quotes. • Telling a joke. • Citing statistics. • Showing a video. • Asking questions. • Stating a problem. • Sharing acronyms. • Sharing a personal story. • Laying down a challenge. • Using analogies and comparisons. • Taking surveys; raise your hand if . . . Once you refine, define, and discover great conversation starters, you will enjoy renewed confidence for communicating well with new people.

Yet among the multiple animal inventions at the dawn of the Cambrian were new forms of mobility. A number of critters began burrowing into these mats and braving the toxic soils beneath them. These digging, tunneling creatures are known as “bioturbators,” basically life that stirs up the ground. In fact, the fossils that officially define the beginning of the Cambrian in the geological record, Trichophycus pedum, are identified by the looping, burrowing patterns they left in the seafloor. Once this bioturbating disturbance of the Cambrian seafloor got started, it began changing the texture and chemistry of the dirt in ways that made it more inviting for other burrowing creatures. Oxygen began penetrating the loosened soil beneath the mats, neutralizing the lethal hydrogen sulfide. This started a positive feedback.

Indeed mindfulness and creativity can create a positive feedback loop with one another, where being more creative can help become more mindful, which in turn can lead to more creativity.

The positive feedback loop between gratitude and mindfulness can be a powerful tool for appreciating the seemingly mundane and unimportant details of life. And after all, mindfulness is all about moving through the world with an awareness and appreciation of our lived experience.