Feedback Related Quotes

How can I shut down If you don't open up??

feedback should cause thinking. It should be focused; it should relate to the learning goals that have been shared with the students; and it should be more work for the recipient than the donor. Indeed, the whole purpose of feedback should be to increase the extent to which students are owners of their own learning,

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

Nonlinearities are important not only because they confound our expectations about the relationship between action and response. They are even more important because they change the relative strengths of feedback loops. They can flip a system from one mode of behavior to another.

Consciousness is the process of creating a model of the world using multiple feedback loops in various parameters (e.g., in temperature, space, time, and in relation to others), in order to accomplish a goal (e.g., find mates, food, shelter). I call this the “space-time theory of consciousness,

This is the yin and yang of the earth, an energetic feedback. What happens below relates directly to what is happening on the surface and in the atmosphere and vice versa. Tectonics does not end at the ground beneath your feet. It is a dynamic system from the earth's interior all the way into the sky and back.

Almost any kind of feedback can be enjoyable, provided it is logically related to a goal in which one has invested psychic energy. If

Paying attention to customer feedback includes looking back over the data, as well as listening in real-time. Show your customers you hear them when they take the time to speak to you.

We fail to take responsibility, to act productively in the interest of ourselves and others. And in our attempts at a better life, we are often severely limited or thwarted by the immature and socially inept behavior of ourselves and others. There is a great fabric of relations, behaviors and emotions, reverberating with human and animal bliss and suffering, a web of intimate and formal relations, both direct and indirect. Nasty whirlwinds of feedback cycles blow through this great multidimensional web, pulsating with hurt and degradation. My lacking human development blocks your possible human development. My lack of understanding of you, your needs perspectives, hurts you in a million subtle ways. I become a bad lover, a bad colleague, a bad fellow citizen and human being. We are interconnected: You cannot get away from my hurt and wounds. They will follow you all of your life—I will be your daughter’s abusive boyfriend, your belligerent neighbor from hell. And you will never grow wings because there will always be mean bosses, misunderstanding families and envious friends. And you will tell yourself that is how life must be. But it is not how life has to be. Once you begin to be able to see the social-psychological fabric of everyday life, it becomes increasingly apparent that the fabric is relatively easy to change, to develop. Metamodern politics aims to make everyone secure at the deepest psychological level, so that we can live authentically; a byproduct of which is a sense of meaning in life and lasting happiness; a byproduct of which is kindness and an increased ability to cooperate with others; a byproduct of which is deeper freedom and better concrete results in the lives of everyone; a byproduct of which is a society less likely to collapse into a heap of atrocities.

The strength of a balancing feedback loop is important relative to the impact it is designed to correct. If the impact increases in strength, the feedbacks have to be strengthened too. A thermostat system may work fine on a cold winter day—but open all the windows and its corrective power is no match for the temperature change imposed on the system. Democracy works better without the brainwashing power of centralized mass communications. Traditional controls on fishing were sufficient until sonar spotting and drift nets and other technologies made it possible for a few actors to catch the last fish. The power of big industry calls for the power of big government to hold it in check; a global economy makes global regulations necessary.

When one combines the new insights gained from studying far-from-equilibrium states and nonlinear processes, along with these complicated feedback systems, a whole new approach is opened that makes it possible to relate the so-called hard sciences to the softer sciences of life—and perhaps even to social processes as well. (Such findings have at least analogical significance for social, economic or political realities. Words like “revolution,” “economic crash,” “technological upheaval,” and “paradigm shift” all take on new shades of meaning when we begin thinking of them in terms of fluctuations, feedback amplification, dissipative structures, bifurcations, and the rest of the Prigoginian conceptual vocabulary.) It is these panoramic vistas that are opened to us by Order Out of Chaos.

Big data is based on the feedback economy where the Internet of Things places sensors on more and more equipment. More and more data is being generated as medical records are digitized, more stores have loyalty cards to track consumer purchases, and people are wearing health-tracking devices. Generally, big data is more about looking at behavior, rather than monitoring transactions, which is the domain of traditional relational databases. As the cost of storage is dropping, companies track more and more data to look for patterns and build predictive models".

It is a process running in circles-in circles which get narrower, like the coils of a spiral, as the cell becomes more and more specialised. The genes control the activities of the cell by relatively simple coded instructions which are spelt out in the complex operations of the cell-body. But the activities of the genes are in turn guided by feedbacks from the cell-body, which is exposed to the hierarchy of environments. this contains, apart from the chemical triggers, a number of other factors in the 'epigenetic landscape' which are relevant to the cell's future, and about which the genes must be informed.

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

The ways this separation manifests itself negatively are immense: We can’t work with other people if we’ve put up walls. We can’t improve the world if we don’t understand it or ourselves. We can’t take or receive feedback if we are incapable of or uninterested in hearing from outside sources. We can’t recognize opportunities—or create them—if instead of seeing what is in front of us, we live inside our own fantasy. Without an accurate accounting of our own abilities compared to others, what we have is not confidence but delusion. How are we supposed to reach, motivate, or lead other people if we can’t relate to their needs—because we’ve lost touch with our own?

they feel ignored, unappreciated, and unloved. That’s because their context-blind Aspie family members are so poor at empathic reciprocity. As we have learned, we come to know ourselves in relation to others. This doesn’t just apply when children are developing self-esteem. Throughout our lifespan, we continue to weave and re-weave the context of our lives, based on the interactions we have with our friends, coworkers, neighbors and loved ones. This is why it is so important for an NT parent/partner to get feedback from their spouse. A smile, a hug, a kind word, a note of encouragement: These are messages that reinforce the NT’s self-esteem and contribute to a healthy reciprocity in the relationship. Without these daily reminders from their loved ones, NTs can develop some odd defense mechanisms. One is to become psychologically invisible to others and even to themselves.

with friends at a local coffee shop Posting comments on discussion boards rather than communicating face to face in social settings Conversing via e-mails and text messages rather than phone conversations Being a part of anonymous online support groups rather than attending local support group meetings Cybersnooping friends' profiles rather than getting to know them personally Of course, some of these ways of "techno-relating" are fun and beneficial. The social components of the Web appeal to many people because they offer easier, safer, and quicker ways to connect to others. No one really knows to what extent isolation from overuse of technological ways of relating to other people contributes to the development of BPD or other emotional problems. However, technology can prevent the in-person contact you need to build relationships and trust. To get better, people with BPD need real relationships, real social support, and real feedback about their behavior.

There is no guarantee that a socialized economy will always succeed. The state-owned economies of Eastern Europe and the former Soviet Union suffered ultimately fatal distortions in their development because of the backlog of poverty and want in the societies they inherited; years of capitalist encirclement, embargo, invasion, devastating wars, and costly arms buildup; poor incentive systems, and a lack of administrative initiative and technological innovation; and a repressive political rule that allowed little critical feedback while fostering stagnation and elitism. Despite all that, the former communist states did transform impoverished countries into relatively advanced societies. Whatever their mistakes and political crimes, they achieved—in countries that were never as rich as ours—what U.S. free-market capitalism cannot and has no intention of accomplishing: adequate food, housing, and clothing for all; economic security in old age; free medical care; free education at all levels; and a guaranteed income. Today by overwhelming majorities, people in Russia and other parts of Eastern Europe say that life was better under communism than under the present freemarket system.

to be open and straightforward about their needs for attention in a social setting. It is equally rare for members of a group in American culture to honestly and openly express needs that might be in conflict with that individual’s needs. This value of not just honestly but also openly fully revealing the true feelings and needs present in the group is vital for it’s members to feel emotional safe. It is also vital to keeping the group energy up and for giving the feedback that allows it’s members to know themselves, where they stand in relation to others and for spiritual/psychological growth. Usually group members will simply not object to an individual’s request to take the floor—but then act out in a passive-aggressive manner, by making noise or jokes, or looking at their watches. Sometimes they will take the even more violent and insidious action of going brain-dead while pasting a jack-o’-lantern smile on their faces. Often when someone asks to read something or play a song in a social setting, the response is a polite, lifeless “That would be nice.” In this case, N.I.C.E. means “No Integrity or Congruence Expressed” or “Not Into Communicating Emotion.” So while the sharer is exposing his or her vulnerable creation, others are talking, whispering to each other, or sitting looking like they are waiting for the dental assistant to tell them to come on back. No wonder it’s so scary to ask for people’s attention. In “nice” cultures, you are probably not going to get a straight, open answer. People let themselves be oppressed by someone’s request—and then blame that someone for not being psychic enough to know that “Yes” meant “No.” When were we ever taught to negotiate our needs in relation to a group of people? In a classroom? Never! The teacher is expected to take all the responsibility for controlling who gets heard, about what, and for how long. There is no real opportunity to learn how to nonviolently negotiate for the floor. The only way I was able to pirate away a little of the group’s attention in the school I attended was through adolescent antics like making myself fart to get a few giggles, or asking the teacher questions like, “Why do they call them hemorrhoids and not asteroids?” or “If a number two pencil is so popular, why is it still number two,” or “What is another word for thesaurus?” Some educational psychologists say that western culture schools are designed to socialize children into what is really a caste system disguised as a democracy. And in once sense it is probably good preparation for the lack of true democratic dynamics in our culture’s daily living. I can remember several bosses in my past reminding me “This is not a democracy, this is a job.” I remember many experiences in social groups, church groups, and volunteer organizations in which the person with the loudest voice, most shaming language, or outstanding skills for guilting others, controlled the direction of the group. Other times the pain and chaos of the group discussion becomes so great that people start begging for a tyrant to take charge. Many times people become so frustrated, confused and anxious that they would prefer the order that oppression brings to the struggle that goes on in groups without “democracy skills.” I have much different experiences in groups I work with in Europe and in certain intentional communities such as the Lost Valley Educational Center in Eugene, Oregon, where the majority of people have learned “democracy skills.” I can not remember one job, school, church group, volunteer organization or town meeting in mainstream America where “democracy skills” were taught or practiced.

The very successes of the megamachine re-enforced dangerous potentialities that had hitherto been kept in check by sheer human weakness. The inherent infirmity of this whole power system lies exposed in the fact that kings, exalted above all other men, were constantly cozened, flattered, and fed with misinformation-zealously protected from any disturbing counterbalancing 'feedback.' So kings never learned from either their own experience or from history the fact that unqualified power is inimical to life: that their methods were self-defeating, their military victories were ephemeral, and their exalted claims were fraudulent and absurd. From the end of the first great Age of the Builders in Egypt, that of the Sixth Dynasty Pharaoh, Pepe I, comes corroborative evidence of this pervasive irrationality, all the more telling because it issues from the relatively orderly and unbedevilled Egyptians: The army returned in safety After it had hacked up the land of the Sand Dwellers ...After it had thrown down its enclosures... After it had cut down its fig trees and vines... After it had cast fire into all its dwellings... After it had killed troops in it by many ten-thousand. That sums up the course of Empire everywhere: the same boastful words, the same vicious acts, the same sordid results, from the earliest Egyptian palette to the latest American newspaper with its reports, at the moment I write, of the mass atrocities coldbloodedly perpetrated with the aid of napalm bombs and defoliating poisons, by the military forces of the United States on the helpless peasant populations of Vietnam: an innocent people, uprooted, terrorized, poisoned and roasted alive in a futile attempt to make the power fantasies of the American military-industrial-scientific elite 'credible.

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.

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

In recent years, Continuous Glucose Monitoring (CGM) devices have emerged as a game-changer in diabetes management, offering patients a real-time view of their glucose levels and revolutionizing the way they monitor their condition. Among the pioneers in providing these life-changing devices, Med Supply US stands out as a reliable source, offering CGMs from various renowned brands like Abbott, Dexcom, and more. This article explores the significance of CGM devices and highlights the contribution of Med Supply US in making them accessible to those in need. Understanding CGM Devices: For individuals living with diabetes, maintaining optimal blood glucose levels is crucial to prevent serious health complications. Traditionally, this involved frequent finger-prick tests, which could be inconvenient and sometimes inaccurate. CGM devices, however, have transformed this process by providing continuous and real-time glucose level readings. These devices consist of a small sensor inserted under the skin that measures glucose levels in the interstitial fluid. The data collected is then transmitted to a receiver or a smartphone app, allowing users to track their glucose levels throughout the day and night. Benefits of CGM Devices: The introduction of CGM devices has brought about a paradigm shift in diabetes management due to their numerous benefits: Real-time Monitoring: CGM devices offer a real-time insight into glucose trends, enabling users to make informed decisions about their diet, exercise, and insulin dosages. This real-time feedback empowers individuals to take timely action to maintain their glucose levels within a healthy range. Reduced Hypoglycemia and Hyperglycemia: By providing alerts for both low and high glucose levels, CGMs help users avoid dangerous hypoglycemic episodes and hyperglycemic spikes. This is particularly beneficial during sleep when such episodes might otherwise go unnoticed. Data-Driven Insights: CGM devices generate a wealth of data, including glucose trends, patterns, and even predictive alerts for potential issues. This information can be shared with healthcare providers to tailor treatment plans for optimal diabetes management. Enhanced Quality of Life: The convenience of CGM devices reduces the need for frequent finger pricks, leading to an improved quality of life for individuals managing diabetes. The constant insights also alleviate anxiety related to unpredictable glucose fluctuations. Med Supply US: Bringing Hope to Diabetes Management: Med Supply US has emerged as a prominent supplier of CGM devices, offering a range of options from reputable brands such as Abbott and Dexcom. The availability of CGMs through Med Supply US has made these cutting-edge devices accessible to a wider demographic, bridging the gap between technology and healthcare. Med Supply US not only provides access to CGM devices but also plays a crucial role in educating individuals about their benefits. Through informative resources, they empower users to make informed choices based on their specific needs and preferences. Furthermore, their commitment to customer support ensures that users can seamlessly integrate CGM devices into their daily routines.

In the case of software, the fixed cost of an iteration is low, so getting feedback by “trying stuff, seeing what works and what doesn’t, then fixing it” is relatively inexpensive.

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

These areas are emerging as key regions changed by meditation: Amygdala, hippocampus, thalamus, and other structures in the emotional midbrain. Central in stress, relaxation, memory, and learning. Anterior cingulate cortex. Involved in controlling the focus of attention. Caudate nucleus. Involved in memory storage and processing, the caudate nucleus plays an essential role in how the brain learns, using feedback from past experience to influence current actions. Areas of the cingulate cortex responsible for regulating the brain’s own activity. Insula. Makes us aware of our internal emotional states and body sensations. Medial prefrontal cortex. Influences emotional responses in memory and decision-making. Orbitofrontal cortex. Involved with rational thought, impulse control, cognitive reasoning, and personality. Posterior cingulate cortex. One of the two nodes in the DMN, it’s active in memory retrieval and attaching significance to perceptions. Prefrontal cortex centerline regions related to paying close attention. Somatomotor areas processing pain, touch, and orientation of the body in space. Striatum, as well as limbic and prefrontal regions involved in emotional self-control and craving. We’ll look at each of these in turn because understanding their functions will show you how they contribute to your meditation practice. By the end of this chapter, you’ll understand each region activated in Bliss Brain, how they integrate into four distinct networks, and how these networks coordinate to produce elevated states of flow.

Before the summer of 2014, before we had seen Eric Garner dying on a Staten Island street and Michael Brown lifeless in the Missouri sun for hours, before the grand jury decisions and the die-ins that shut down interstates, we may have lulled ourselves into believing that the struggle was over, that it had all been taken care of back in 1964, that the marching and bloodshed had established, once and for all, the basic rights of people who had been at the bottom for centuries. We may have believed that, if nothing else, the civil rights movement had defined a bar beneath which we could not fall. But history tells us otherwise. We seem to be in a continuing feedback loop of repeating a past that our country has yet to address. Our history is one of spectacular achievement (as in black senators of the Reconstruction era or the advances that culminated in the election of Barack Obama) followed by a violent backlash that threatens to erase the gains and then a long, slow climb to the next mountain, where the cycle begins again.

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.

Once you've given your feedback, you're finished. Let go. Detach from outcome, as they say in Alcoholics Anonymous. On Tuesday your partner answers with generosity and accountability. On Thursday he tells you he's in no mood for your bullshit. Tuesday is a good day for you, for your partner, and for your relationship. Thursday is a terrible day for your partner, a mixed day for the relationship, and still a great day for you. You did a fine job of speaking. That's all you're in charge of. Don't focus on results. Instead, focus on how well you handle yourself. Focus on your own relational performance.

You’ve engaged in three, four, or five “doses” where you controlled how and when you talked about the distressing feedback. As your perspective is heard, you become regulated, reassured. The next day, you feel better. You have created a controllable and moderate revisiting of the distressing review, and that has changed your reaction to it. It is no longer as distressing. Originally you were dysregulated, you shut down the “rational” part of your head, distorted the comments, magnified them. But now you can reflect more accurately on the feedback, and maybe see some truth in the comments. That wasn’t possible until you could use your many relational interactions to revisit and regulate. When we have a community, we can do this kind of dosing to regulate any stressful or distressing experience. We can build and demonstrate resilience. We do so all the time. But imagine someone without the relationships that would allow this kind of relational regulation. For someone with relational poverty, these stressful experiences are magnified by the echo chamber of their own head. Stress becomes distress. And distressing experiences become sensitizing, resulting in the same physical and mental effects as trauma.

As I’ve said throughout this book, networked products tend to start from humble beginnings—rather than big splashy launches—and YouTube was no different. Jawed’s first video is a good example. Steve described the earliest days of content and how it grew: In the earliest days, there was very little content to organize. Getting to the first 1,000 videos was the hardest part of YouTube’s life, and we were just focused on that. Organizing the videos was an afterthought—we just had a list of recent videos that had been uploaded, and you could just browse through those. We had the idea that everyone who uploaded a video would share it with, say, 10 people, and then 5 of them would actually view it, and then at least one would upload another video. After we built some key features—video embedding and real-time transcoding—it started to work.75 In other words, the early days was just about solving the Cold Start Problem, not designing the fancy recommendations algorithms that YouTube is now known for. And even once there were more videos, the attempt at discoverability focused on relatively basic curation—just showing popular videos in different categories and countries. Steve described this to me: Once we got a lot more videos, we had to redesign YouTube to make it easier to discover the best videos. At first, we had a page on YouTube to see just the top 100 videos overall, sorted by day, week, or month. Eventually it was broken out by country. The homepage was the only place where YouTube as a company would have control of things, since we would choose the 10 videos. These were often documentaries, or semi-professionally produced content so that people—particularly advertisers—who came to the YouTube front page would think we had great content. Eventually it made sense to create a categorization system for videos, but in the early years everything was grouped in with each other. Even while the numbers of videos was rapidly growing, so too were all the other forms of content on the site. YouTube wasn’t just the videos, it was also the comments left by viewers: Early in we saw that there were 100x more viewers than creators. Every social product at that time had comments, so we added them to YouTube, which was a way for the viewers to participate, too. It seems naive now, but we were just thinking about raw growth at that time—the raw number of videos, the raw number of comments—so we didn’t think much about the quality. We weren’t thinking about fake news or anything like that. The thought was, just get as many comments as possible out there, and the more controversial the better! Keep in mind that the vast majority of videos had zero comments, so getting feedback for our creators usually made the experience better for them. Of course now we know that once you get to a certain level of engagement, you need a different solution over time.

A related tactic is asking them to play your value back to you.54 This works especially well when the customer has been reticent to give feedback. I was nervous to do this when this was first taught to me. What if the customer couldn’t do so? What if I didn’t like what I heard? But that’s the point. You want to know if you landed your value proposition or what parts of the pitch didn’t stick, something like, “You’ve clearly seen a lot and are very advanced in your thinking. I’m curious, what value do you see, if any, in what we’re doing?

Complex behaviors of systems often arise as the relative strengths of feedback loops shift, causing first one loop and then another to dominate behavior.

Exploring the Benefits of Continuous Glucose Monitors (CGMs) In the world of diabetes management, Continuous Glucose Monitors (CGMs) have emerged as a game-changing technology. These small devices are designed to provide real-time data on blood glucose levels, offering numerous advantages for individuals living with diabetes. In this article, we'll delve into the benefits of CGMs and why they are becoming an indispensable tool for managing diabetes. Real-Time Monitoring: Continuous Glucose Monitors provide a continuous stream of data, allowing users to monitor their glucose levels 24/7. This real-time feedback helps individuals make informed decisions about their diet, exercise, and insulin administration. Improved Glycemic Control: With constant glucose tracking, users can spot trends and patterns in their blood sugar levels. This insight enables them to make proactive adjustments to their diabetes management plan, leading to better glycemic control. Reduced Hypoglycemia and Hyperglycemia: CGMs can provide early warnings of impending hypoglycemia (low blood sugar) or hyperglycemia (high blood sugar), reducing the risk of severe blood sugar fluctuations and related complications.

A delay in a feedback process is critical relative to rates of change in the stocks that the feedback loop is trying to control. Delays that are too short cause overreaction, “chasing your tail,” oscillations amplified by the jumpiness of the response. Delays that are too long cause damped, sustained, or exploding oscillations, depending on how much too long.

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.

Phase Activities Action Establish relationships and common agenda between all stakeholders Collaboratively scope issues and information Agree on time-frame Reflection On research design, ethics, power relations, knowledge construction process, representation and accountability Action Build relationships Identify roles, responsibilities and ethics procedures Establish a Memorandum of Understanding Collaboratively design research process and tools Discuss and identify desired action outcomes Reflection On research questions, design, working relationships and information requirements Action Work together to implement research process and undertake data collection Enable participation of others Collaboratively analyse information generated Begin planning action together Reflection On research process Evaluate participation and representation of others Assess need for further research and/or various action options Action Plan research-informed action which may include feedback to participants and influential other Reflection Evaluate action and process as a whole Action Identify options for further participatory research and action with or without academic researchers Figure 2.1 Key stages in a typical PAR process

Learning is relatively easy when the link between cause and effect is clear. But complex systems often sever that connection: causes remote from effects, solutions detached from problems, and feedback delayed or misleading (Cyert and March, 1963; Senge, 1990).

Consciousness is the process of creating a model of the world using multiple feedback loops in various parameters (e.g., in temperature, space, time, and in relation to others), in order to accomplish a goal (e.g., find mates, food, shelter).

Joining the world of shapes to the world of numbers in this way represented a break with the past. New geometries always begin when someone changes a fundamental rule. Suppose space can be curved instead of flat, a geometer says, and the result is a weird curved parody of Euclid that provides precisely the right framework for the general theory of relativity. Suppose space can have four dimensions, or five, or six. Suppose the number expressing dimension can be a fraction. Suppose shapes can be twisted, stretched, knotted. Or, now, suppose shapes are defined, not by solving an equation once, but by iterating it in a feedback loop. Julia, Fatou, Hubbard, Barnsley, Mandelbrot-these mathematicians changed the rules about how to make geometrical shapes. The Euclidean and Cartesian methods of turning equations into curves are familiar to anyone who has studied high school geometry or found a point on a map using two coordinates. Standard geometry takes an equation and asks for the set of numbers that satisfy it. The solutions to an equation like x^2 + y^2 = 1, then, form a shape, in this case a circle. Other simple equations produce other pictures, the ellipses, parabolas, and hyperbolas of conic sections or even the more complicated shapes produced by differential equations in phase space. But when a geometer iterates an equation instead of solving it, the equation becomes a process instead of a description, dynamic instead of static. When a number goes into the equation, a new number comes out; the new number goes in, and so on, points hopping from place to place. A point is plotted not when it satisfies the equation but when it produces a certain kind of behavior. One behavior might be a steady state. Another might be a convergence to a periodic repetition of states. Another might be an out-of-control race to infinity.

We needed a greater sense of urgency.” So the management team decided that field managers would not be eligible for promotion unless their branch or group of branches matched or exceeded the company’s average scores. That’s a pretty radical idea when you think about it: giving customers, in effect, veto power over managerial pay raises and promotions. The rigorous implementation of this simple customer feedback system had a clear impact on business. As the survey scores rose, so did Enterprise’s growth relative to its competition. Taylor cites the linking of customer feedback to employee rewards as one of the most important reasons that Enterprise has continued to grow,

Despite many people being involved in the process, the ultimate decision should be made solo. Only the CEO has comprehensive knowledge of the criteria, the rationale for the criteria, all of the feedback from interviewers and references, and the relative importance of the various stakeholders. Consensus decisions about executives almost always sway the process away from strength and toward lack of weakness.

We are part of a feedback loop that links our conscious acts to the conscious response of the field. In keeping with Heisenberg’s implication, the universe presents the face that the observer is looking for, and when she looks for a different face, the universe changes its mask.

when I look back on my first two years at McKinsey, a solid 80 percent of my managers’ feedback related to communication skills. They rarely gave me any feedback on my math skills, quantitative analysis skills, spreadsheets, or models.

All feedback is relevant, even if it's not true.

This review also pointed to six common components of effective brief treatment (cf. Miller & Sanchez, 1994), summarized by the acronym FRAMES: Feedback of personal status relative to norms Responsibility for personal change Advice to change Menu of options from which to choose in pursuing change Empathic counselor style Support for self-efficacy What began as an interest in motivation for treatment had broadened now to focusing on motivation for change.

Feedback doesn’t just show us where we are going wrong, then; it enables us to understand better the impact and the progress we are making in relation to our ultimate goals.

Modern economics, by which I mean the style of economics taught and practised in today's leading universities, likes to start the enquiries from the ground up: from individuals, through the household, village, district, state, country, to the whole world. In various degrees, the millions of individual decisions shape the eventualities people face; as both theory, common sense, and evidence tell us that there are enormous numbers of consequences of what we all do. Some of these consequences have been intended, but many are unintended. There is, however, a feedback, in that those consequences in turn go to shape what people subsequently can do and choose to do. When Becky's family drive their cars or use electricity, or when Desta's family create compost or burn wood for cooking, they add to global carbon emissions. Their contributions are no doubt negligible, but the millions of such tiny contributions sum to a sizeable amount, having consequences that people everywhere are likely to experience in different ways. It can be that the feedbacks are positive, so that the whole contribution is greater than the sum of the parts. Strikingly, unintended consequences can include emergent features, such as market prices, at which the demand for goods more or less equals their supply. Earlier, I gave a description of Becky's and Desta's lives. Understanding their lives involves a lot more; it requires analysis, which usually calls for further description. To conduct an analysis, we need first of all to identify the material prospects the girls' households face - now and in the future, under uncertain contingencies. Second, we need to uncover the character of their choices and the pathways by which the choices made by millions of households like Becky's and Desta's go to produce the prospects they all face. Third, and relatedly, we need to uncover the pathways by which the families came to inherit their current circumstances. These amount to a tall, even forbidding, order. Moreover, there is a thought that can haunt us: since everything probably affects everything else, how can we ever make sense of the social world? If we are weighed down by that worry, though, we won't ever make progress. Every discipline that I am familiar with draws caricatures of the world in order to make sense of it. The modern economist does this by building models, which are deliberately stripped down representations of the phenomena out there. When I say 'stripped down', I really mean stripped down. It isn't uncommon among us economists to focus on one or two causal factors, exclude everything else, hoping that this will enable us to understand how just those aspects of reality work and interact. The economist John Maynard Keynes described our subject thus: 'Economics is a science of thinking in terms of models joined to the art of choosing models which are relevant to the contemporary world.

More generally, the lack of feedback applies to all higher-level use of force situations for officers. While officers are trained in how to properly utilize force, the need for more serious levels of force is rare. For example, the Bureau of Justice Statistics conducted the 2008 Police-Public Contact Survey as a supplement to the National Crime Victimization Survey. An estimated 1.4% of those surveyed had force used or threatened during their most recent contact with law enforcement (BJS, 2008). In a related study, Hickman, Piquero, and Garner (2008) found that 1.5% of police-citizen contacts resulted in either the use of force or the threat of force. Of these cases, only a very small percentage (0.2%) of police-citizen encounters resulted in lethal force (i.e., use of a firearm) being applied or threatened. Geller and Scott (1992) determined that the average officer would have to work 1,299 years in Milwaukee, 694 years in New York City, or 198 years in Dallas to be statistically expected to shoot and kill a suspect.

Parenthood is harder than conventional work, the author suggests, because our jobs develop a somewhat predictable flow and offer relatively short-term feedback. This leads to internal comparisons to the improvisational nature of parenting

3. Awareness of movement is the key to improving movement. The sensory system, Feldenkrais pointed out, is intimately related to the movement system, not separate from it. Sensation’s purpose is to orient, guide, help control, coordinate, and assess the success of a movement. The kinesthetic sense plays a key role in assessing the success of a movement and gives immediate sensory feedback about where the

Decision-making compresses trial-and-error learning experiences into an instantaneous mental evaluation about what the consequence of a particular action will be for a given situation. It requires the on-line integration of information from diverse sources: perceptual information about the stimulus and situation, relevant facts and experiences stored in memory, feedback from emotional systems and the physiological consequences of emotional arousal, expectations about the consequences of different courses of action, and the like. This sort of integrative processing, as we've seen is the business of working memory circuits in the prefrontal cortex. In chapters 7 and 8 , we discussed the role of the prefrontal cortex in working memory and considered the contribution of the lateral and medial prefrontal cortex. Here, we will focus on two of the subareas of the medial prefrontal cortex in light of their relation to the motive circuits outlined above.

He married military history with science, building his theory upon Gödel, Heisenberg, Popper, Kuhn, Piaget and Polanyi, who highlighted the unavoidable feature of uncertainty in any system of thought (as well as the limits of the Newtonian paradigm). Cybernetics and systems theory offered him the concept of feedback, the combination of analysis–synthesis as well as the Second Law of Thermodynamics and entropy, the distinction between open and closed systems, the importance of interactions and relations, and the need for a holistic approach. The cognitive revolution, combined with neo-Darwinist studies, showed him the role of schemata formed by genetics, culture and experience. Chaos theory highlighted non-linear behavior.

A Few Tips for Storytelling to Children Children love to hear stories. They laugh, smile, giggle, and their ears perk up to the sound of a good story. However, children can also lose attention at the drop of a hat. It can take a lot to capture and maintain their attention.   Quick feedback and its absence One of the greatest differences between child and adult audiences is that children give immediate feedback. If they cannot relate to your stories, or if you are not connecting enough with them, they may interrupt you or leave. However, if you do capture their attention, they settle in a comfortable position and look at you with interest. You can use this as a bar to determine how your storytelling is going and what needs to change, if anything.   Tone Your tone and voice often convey a lot more messages than your words. You may need to change your tone often while dealing with younger children (a higher tone of voice). The younger the audience is, the more physical your approach should be. They enjoy you acting the part out, as well as using different accents or tones of voice for different characters in the story.

Quick feedback and its absence One of the greatest differences between child and adult audiences is that children give immediate feedback. If they cannot relate to your stories, or if you are not connecting enough with them, they may interrupt you or leave. However, if you do capture their attention, they settle in a comfortable position and look at you with interest. You can use this as a bar to determine how your storytelling is going and what needs to change, if anything.   Tone Your tone and voice often convey a lot more messages than your words. You may need to change your tone often while dealing with younger children (a higher tone of voice). The younger the audience is, the more physical your approach should be. They enjoy you acting the part out, as well as using different accents or tones of voice for different characters in the story.

In the case of Trunk Club, they led with a simple polarizing message related to how their target customers generally feel about shopping. By saying “men want to dress well, but they hate to shop,” they intentionally called out shopping as the enemy of their service. And if you are a man who hates to shop, you will rapidly align with their message without much thought. The beauty of this approach is that it has the opposite effect for clients who are a poor fit for your solution. For example, if you’re a man who loves to shop, you may be immediately turned off by Trunk Club’s value proposition. While being excited about customers not liking your solution may seem counterintuitive, it’s actually a good thing! Bad-fit customers who buy your product are more likely to become dissatisfied and hurt your brand. They may also provide errant feedback that can quickly derail your product or company roadmap if you decide to follow it. In short, polarizing messages can serve double duty by keeping the good-fit customers in and helping the bad ones self-select out. In the case of Trunk Club, this approach worked: they were acquired by US luxury retailer Nordstrom in 2014 for $350 million.

The central function of the amygdala, which I call the brain’s smoke detector, is to identify whether incoming input is relevant for our survival.11 It does so quickly and automatically, with the help of feedback from the hippocampus, a nearby structure that relates the new input to past experiences. If the amygdala senses a threat—a potential collision with an oncoming vehicle, a person on the street who looks threatening—it sends an instant message down to the hypothalamus and the brain stem, recruiting the stress-hormone system and the autonomic nervous system (ANS) to orchestrate a whole-body response. Because the amygdala processes the information it receives from the thalamus faster than the frontal lobes do, it decides whether incoming information is a threat to our survival even before we are consciously aware of the danger. By the time we realize what is happening, our body may already be on the move.

When your tissues are more lax, your joints don’t have the integrity they should because they’re stretched out,” says Dr. Starrett. This impairs your proprioception, the sense of where your limbs are oriented in space and in relation to one another, which is a huge factor in mobility and stability. When you’re not getting that proprioceptive feedback, your movement patterns are thrown

In studies by Claudia Mueller and Carol Dweck, fifth-grade students were given a problem-solving task engineered to guarantee high performance, and the students were praised for their success.11 Some students were praised for their intelligence (“person praise”: “You must be smart at these problems”), some were praised for their effort (“process praise”: “You must have worked hard at these problems”), and the remaining students, the control group, were simply told their scores were very high. Later, on a subsequent set of harder problems, those praised for being smart performed significantly worse than the other groups, while those praised for their effort significantly outperformed the other groups. Being praised for being smart is bad for you. The explanation offered by researchers in these and related studies is that when a person is given person praise, it reinforces a “fixed mind-set,” or the belief that our success is due to fixed traits that are a given. People in this mind-set worry about their traits. They also worry about how adequate or inadequate they might be. When they fail, they attribute it to personal inadequacy. They are afraid to take risks when failure may show them to be inadequate. In contrast, when a person is given process praise, it reinforces a “growth mind-set,” or the belief that our qualities can be developed through dedication and effort, and therefore that success comes from dedication and effort. This creates a love of learning and resilience that is essential for great accomplishment.12 Thus, when giving feedback, it is best to do so in a way that encourages a growth mind-set. It is better to structure feedback around effort and growth than by labeling the person. Simply put, it’s better to praise people for working hard than for being smart. Oh, and thank you for reading this book. You must have worked hard at it. Good effort!

Smith’s groundbreaking account of human morality, then, holds it to be an evolutionary account. We are not given moral sentiments; we do not deduce them or apprehend them once and for all. Instead, we develop moral sentiments over time. At the individual level, we train our judgment and our sentiments as a result of the interactions we have with others and the feedback we get from others’ positive and negative judgments. This feedback has purchase on us because of the pleasure we receive from achieving mutual sympathy of sentiments and the displeasure we receive from experiencing an antipathy of sentiments. We are hence encouraged to discover and follow rules of behavior that we come to see as “moral” because of our needs and desires, both of which can be satisfied only in cooperative relations with others (who can, if they like, choose not to associate with us—thus creating scarcity and competition). And our decentralized striving to discover, and follow, these rules gives rise—unintentionally, without any of us planning it—to a shared system of morality.

In other words, the learner plays a more active role in learning in an emotionally and socially supported environment, creating knowledge, while the teacher’s role is somewhat passive, guiding learners in the knowledge creation process. In pedagogy, this scenario is referred to as a dialectic teaching-learning process. As we can see, the dialectic approach has a deeper and critical focus to learning, while the didactic approach is more likely to produce a surface approach to learning. In the dialectic approach, the delivery is so paced and toned that the learners are in a more emotionally and socially comfortable position to engage in reflective observation and abstract conceptualisation stages of the Kolb’s cycle. We can also see student-centred learning from another important point of view: it is possible that individual students get more attention from the teacher to possibly get individual feedback and individual issues addressed for more purposeful learning and development. Also, the teacher gets to know students individually based on the discussions they engage in, thus getting to know their personality traits, as widely referred to by psychologists, so that appropriate personalised feedback can be provided. This learner-centred approach accommodates for a more authentic learning experience for each student, and at the same time, it caters for a more authentic evaluation of individual students.

Your Report Has Made It Clear That She Wants a Promotion You don’t think it’s likely to happen within the next six months. If you wait until the next performance review to tell her, she’ll have spent months wondering if she got the promotion and then be disappointed. Instead, if you say right away, “I understand that you’d like to work toward a promotion, but here are the gaps I’m seeing . . . ,” you’re showing that you want to help her reach her goal. Spell out what your promotion criteria are. Over the next few months, coach her and give her frequent feedback on how she’s doing relative to those expectations. That way, she’ll never have to wonder.

BRIEF.” B stands for begin peacefully; R is for relate; I triggers the interview part of the conversation; E reminds you to echo what you’re hearing; and F is the point at which you can give feedback.

Even better though, never believe what a counterparty tells you in response to any question and, instead, test it with an offer. It is not that the other side is intentionally deceiving you; it is simply that they may not be aware of their relative preferences, so a question will provoke feedback about their absolute preference.

I’ve found that it’s useful to distinguish between pain and suffering, because pain and suffering are two different things. Pain is the inevitable and unavoidable part of being human and of being an estranged parent. Unfortunately, you have relatively little control over that. However, you can gain increasing control and awareness over how long you feel pain. You can reduce the meaning of it, the actions you take that increase it, and the distance the pain travels through other aspects of your life. That’s the suffering part. The difference between pain and suffering is an insight that found its way from Buddhist teachings into contemporary psychotherapy. Psychiatrist Mark Levine, who developed the Mind to Mindful program, gives this example: “Let’s say I stub my toe walking across the kitchen floor and it really hurts. That’s pain. But then I start telling myself a bunch of things about stubbing my toe such as ‘You idiot, why don’t you watch where you’re going?’ Or ‘Next time you’re going to fall flat on your face or break your hip!’ Or ‘This is so typical of you to be so clumsy. Just one more example of what a screw-up you are!’ ” That’s suffering. Suffering lengthens the experience of pain because it creates an endless cognitive feedback loop where pain is always its terminus. Where suffering begets suffering begets suffering.

There is an art to giving feedback. It is common for critics to offer diagnoses: This is boring. This is choppy. This character isn’t working. The storyline is predictable. The transition is off. It is often more helpful to offer specific suggestions: Shorten the dialogue. Pick up the pace. Combine these three paragraphs. Invert these two lines. Envision a possibility they may not have considered. Or suggest an alternative they may not have thought of. There is also an art to receiving advice. Suggestions may be most helpful while the paint is still wet and the ink hasn’t dried. Inviting feedback early can make a big difference. And, ultimately, it is important to remember that the word “author” is related to the word “authority.” The choice to accept, or reject, or modify the advice that is offered always remains under the author’s control.

What are the special tasks of Binance to its users? Binance offers a robust support system for its users. One of the standout features is their comprehensive educational resources. The platform provides tutorials, articles, and webinars to help users understand cryptocurrency trading better. Security is another key focus. Binance implements advanced security measures like two-factor authentication and withdrawal whitelist options to safeguard user accounts. Additionally, they offer customer support through various channels. Users can reach out via live chat or submit tickets for more complex issues. The platform also frequently updates its interface based on user feedback. This commitment ensures that navigating the marketplace remains intuitive and seamless. Binance hosts regular promotional events and contests aimed at rewarding active traders with bonuses or discounts. Such initiatives foster community engagement while enhancing the overall trading experience for everyone involved. How to solve every problem of binance? Binance users often encounter a variety of challenges, but many solutions are straightforward. Start by utilizing the platform’s extensive help center. It offers a wealth of resources including FAQs and troubleshooting guides that can resolve common issues. If you're facing technical glitches, clearing your cache or trying a different browser may work wonders. Keeping your app updated also ensures you have access to the latest features and fixes. For account-related problems like withdrawal limits or verification delays, reaching out to customer support through live chat can provide immediate assistance. Be sure to gather all necessary documentation beforehand for quicker resolution. Engaging with community forums allows you to share experiences and gain insights from fellow traders. Learning from others' strategies can be invaluable in navigating the complexities of trading on Binance effectively.

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