Initial Assessment Quotes

People’s confidence in their abilities influences how they approach life. Their dreams are likely anchored to what they feel they can achieve.

Disappointment will come when your effort does not give you the expected return. If things don’t go as planned or if you face failure. Failure is extremely difficult to handle, but those that do come out stronger. What did this failure teach me? is the question you will need to ask. You will feel miserable. You will want to quit, like I wanted to when nine publishers rejected my first book. Some IITians kill themselves over low grades – how silly is that? But that is how much failure can hurt you. But it’s life. If challenges could always be overcome, they would cease to be a challenge. And remember – if you are failing at something, that means you are at your limit or potential. And that’s where you want to be. Disappointment’ s cousin is Frustration, the second storm. Have you ever been frustrated? It happens when things are stuck. This is especially relevant in India. From traffic jams to getting that job you deserve, sometimes things take so long that you don’t know if you chose the right goal. After books, I set the goal of writing for Bollywood, as I thought they needed writers. I am called extremely lucky, but it took me five years to get close to a release. Frustration saps excitement, and turns your initial energy into something negative, making you a bitter person. How did I deal with it? A realistic assessment of the time involved – movies take a long time to make even though they are watched quickly, seeking a certain enjoyment in the process rather than the end result – at least I was learning how to write scripts, having a side plan – I had my third book to write and even something as simple as pleasurable distractions in your life – friends, food, travel can help you overcome it. Remember, nothing is to be taken seriously. Frustration is a sign somewhere, you took it too seriously.

When misfortune has thrown us a curveball, and the tentacles of desperation are freezing our mind, foreshadowing a hustle-bustle of confusion, we must inflame the power of our imagination. Let us take a walk on the path of groundbreaking change, take daring initiatives, and create a scheme of inventive intentions, gradually paving the way to a new setting, assessing each stage thoughtfully. ("Check and mate")

Innovators are owners of the situation. They own it because they create it—quite literally. They embrace the world as it should match the vision in their heads. And when something is missing from that vision, they fill the gap.

When you travel mentally from a low point to a high point, the ensuing inspiration eclipses the negativity of the initial downfall.

Introspection is a form of self-management. You reflect. You decide. You change. You allow yourself to grow.

He knows that a lot of the literary people in college see books primarily as a way of appearing cultured. ... Connell's initial assessment of the reading was not disproven. It was culture as class performance, literature fetishized for its ability to take educated people on false emotional journeys, so that they might afterward feel superior to the uneducated people whose emotional journeys they liked to read about. Even if the writer himself was a good person, and even if his book really was insightful, all books were ultimately marketed as status symbols, and all writers participated to some degree in this marketing. Presumably this was how the industry made money. Literature, in the way it appeared at these public readings, had no potential as a form of resistance to anything. Still, Connell went home that night and read over some notes he had been making for a new story, and he felt the old beat of pleasure inside his body, like watching a perfect goal, like the rustling movement of light through leaves, a phrase of music from the window of a passing car. Life offers up these moments of joy despite everything.

Connell's initial assessment of the reading was not disproven. It was a culture as class performance, literature fetishized for its ability to take educated people on false emotional journeys, so that they might afterward feel superior to the uneducated people whose emotional journeys they liked to read about.

Among wolves, when the bitch leavers her pups to go hunting, the young ones try to follow her out of the den and down the path. She snarls at them, lunges at them, and scares the bejeezus out of them till they run slipping and sliding back to the den. Their mother knows that they do not yet know how to weight and assess other creatures. They do not know who is a predator and who is not.

Standing alone today demands even more courage and strength than it did in former cultures. From infancy, children have been programmed to perform. Rather than living from their own needs and feelings, they learn to assess situations in order to please others. Without an inner core of certainty grounded in their own musculature, they lack the inner resources to stand alone. Pummelled by mass media and peer group pressures, their identity may be utterly absorbed by collective stereotypes. In the absence of adequate rites of passage, ad-men become the high priests of an initiation into the addictions of consumerism.

In the heat of leadership, with the adrenaline pumping, it is easy to convince yourself that you are not subject to the normal human frailties that can defeat ordinary mortals. You begin to act as if you are indestructible. But the intellectual, physical, and emotional challenges of leadership are fierce. So, in addition to getting on the being and assess the tolls those changes are taking. If you don't, your seemingly indestructible self can self-destruct. This, by the way, is an ideal outcome for your foes-and even friends who oppose your initiative- because no one has to feel responsible for your downfall. _________ When you take "personal" attacks personally, you unwittingly conspire in one of the common ways you can be taken out of action-you make yourself the issue. Attacks may be personal, understand that they are basically attacks on positions you represent and the role you are seeking to play

If you want something, you need to initiate an activity. However, if you never pause to watch the results and to assess what you have set in motion, you will miss information that will help you. ~Amanda Owen

...don’t confuse managing your interactions with your superior (i.e., planting seeds) with manipulating them.... if you gain approval to proceed with an initiative and things don’t go as planned, deliver bad news in person. This permits you to respond to questions, assess how the message is perceived, provide clarification, obtain any direction, and most importantly to provide your well-conceived plan to correct the situation

A period of transition to a new quality in all spheres of society's life is accompanied by painful phenomena. When we were initiating perestroika we failed to properly assess and foresee everything. Our society turned out to be hard to move off the ground, not ready for major changes which affect people's vital interests and make them leave behind everything to which they had become accustomed over many years. In the beginning we imprudently generated great expectations, without taking into account the fact that it takes time for people to realize that all have to live and work differently, to stop expecting that new life would be given from above.

67 percent of the women told the researchers that they didn’t exercise regularly, and 37 percent said they didn’t get any exercise. After this initial assessment, Crum and Langer divided the maids into two groups. They explained to the first group how their activity related to the number of calories they burned and told the maids that just by doing their jobs, they got more than enough exercise. They didn’t give any such information to the second group (who worked in different hotels from the first group and so wouldn’t benefit from conversations with the other maids). One month later, the researchers found that the first group lost an average of two pounds, lowered their percentage of body fat, and lowered their systolic blood pressure by an average of 10 points—even though they hadn’t performed any additional exercise outside of work or changed their eating habits in any way. The other group, doing the same job as the first, remained virtually unchanged. This

Many condemn Donald Trump for destroying the global Order. Let’s be real here. If there is one thing that Americans on both the Left and Right agree on, it is that the United States should pursue a more modest role in foreign affairs. The push for an American retrenchment did not begin with Trump, nor will it end with him. Besides, if a single American election can upend the Order—in an era when there is no nuclear-massed superpower foe—it was never as stable and durable as anyone thought. A more accurate assessment is that despite Donald Trump’s trademark brashness, American policy trajectory hasn’t changed much. In the seventh year of George W Bush’s presidency, the United States initiated a broad global drawdown of its troop levels. That disengagement continued both under Barack Obama and Donald Trump. At the time of this writing, the Americans now have fewer troops stationed abroad than at any time since the Great Depression.

Connell’s initial assessment of the reading was not disproven. It was culture as class performance, literature fetishised for its ability to take educated people on false emotional journeys, so that they might afterwards feel superior to the uneducated people whose emotional journeys they liked to read about. Even if the writer himself was a good person, and even if his book really was insightful, all books were ultimately marketed as status symbols, and all writers participated to some degree in this marketing. Presumably this was how the industry made money. Literature, in the way it appeared at these public readings, had no potential as a form of resistance to anything.

One of the best-known studies of availability suggests that awareness of your own biases can contribute to peace in marriages, and probably in other joint projects. In a famous study, spouses were asked, “How large was your personal contribution to keeping the place tidy, in percentages?” They also answered similar questions about “taking out the garbage,” “initiating social engagements,” etc. Would the self-estimated contributions add up to 100%, or more, or less? As expected, the self-assessed contributions added up to more than 100%. The explanation is a simple availability bias: both spouses remember their own individual efforts and contributions much more clearly than those of the other, and the difference in availability leads to a difference in judged frequency.

Gold's virtual indestructibility, in particular, allowed humans to store value across generations, thus allowing us to develop a longer time horizon orientation. Initially, metals were bought and sold in terms of their weight,1 but over time, as metallurgy advanced, it became possible to mint them into uniform coins and brand them with their weight, making them far more salable by saving people from having to weigh and assess the metals every time.

Connell’s initial assessment of the reading was not disproven. It was culture as class performance, literature fetishised for its ability to take educated people on false emotional journeys, so that they might afterwards feel superior to the uneducated people whose emotional journeys they liked to read about. Even if the writer himself was a good person, and even if his book really was insightful, all books were ultimately marketed as status symbols, and all writers participated to some degree in this marketing. Presumably this was how the industry made money. Literature, in the way it appeared at these public readings, had no potential as a form of resistance to anything. Still, Connell went home that night and read over some notes he had been making for a new story, and he felt the old beat of pleasure inside his body, like watching a perfect goal, like the rustling movement of light through leaves, a phrase of music from the window of a passing car. Life offers up these moments of joy despite everything.

Freud focused on the puzzling development of conscience. He reasoned that the child begins life with a sense that all are present to serve him. A youngster eventually recognizes that others exist but not initially that they are complex beings with their own thoughts and relationships. Freud discovered that the child’s life changes dramatically when he realizes that others are subjects, just as he is: subjects in their own right (Covitz 2016). Until that time, the child understands others more or less only in their capacities to satisfy his needs: as either good or bad, as satisfying his demands or not. When the child accepts the complexity of family relationships and is able to understand that Mom and Dad have an independent relationship, he has begun to embrace them as subjects (i.e., as doers) with their own thoughts, feelings, and relationships. He has, Freud would say, developed a conscience (an uber-Ich, or a “Guiding I”). Those who fail to accept others as subjects in their own right comprise the personality-disordered subgroup of humanity.

One of the best-known studies of availability suggests that awareness of your own biases can contribute to peace in marriages, and probably in other joint projects. In a famous study, spouses were asked, “How large was your personal contribution to keeping the place tidy, in percentages?” They also answered similar questions about “taking out the garbage,” “initiating social engagements,” etc. Would the self-estimated contributions add up to 100%, or more, or less? As expected, the self-assessed contributions added up to more than 100%. The explanation is a simple availability bias: both spouses remember their own individual efforts and contributions much more clearly than those of the other, and the difference in availability leads to a difference in judged frequency. The bias is not necessarily self-serving: spouses also overestimated their contribution to causing quarrels, although to a smaller contribution to causing quarrels, although to a smaller extent than their contributions to more desirable outcomes. The same bias contributes to the common observation that many members of a collaborative team feel they have done more than their share and also feel that the others are not adequately grateful for their individual contributions

He knows that a lot of the literary people in college see books primarily as a way of appearing cultured. When someone mentioned the austerity protests that night in the Stag’s Head, Sadie threw her hands up and said: Not politics, please! Connell’s initial assessment of the reading was not disproven. It was culture as class performance, literature fetishized for its ability to take educated people on false emotional journeys, so that they might afterward feel superior to the uneducated people whose emotional journeys they liked to read about. Even if the writer himself was a good person, and even if his book really was insightful, all books were ultimately marketed as status symbols, and all writers participated to some degree in this marketing. Presumably this was how the industry made money. Literature, in the way it appeared at these public readings, had no potential as a form of resistance to anything. Still, Connell went home that night and read over some notes he had been making for a new story, and he felt the old beat of pleasure inside his body, like watching a perfect goal, like the rustling movement of light through leaves, a phrase of music from the window of a passing car. Life offers up these moments of joy despite everything.

In 2006, the Vogelstein team revealed the first landmark sequencing effort by analyzing thirteen thousand genes in eleven breast and colon cancers. (Although the human genome contains about twenty thousand genes in total, Vogelstein’s team initially had tools to assess only thirteen thousand.) In 2008, both Vogelstein’s group and the Cancer Genome Atlas consortium extended this effort by sequencing hundreds of genes of several dozen specimens of brain tumors. As of 2009, the genomes of ovarian cancer, pancreatic cancer, melanoma, lung cancer, and several forms of leukemia have been sequenced, revealing the full catalog of mutations in each tumor type. Perhaps

This embarrassing episode remains one of the most instructive experiences of my professional life. I eventually learned three lessons from it. The first was immediately apparent: I had stumbled onto a distinction between two profoundly different approaches to forecasting, which Amos and I later labeled the inside view and the outside view. The second lesson was that our initial forecasts of about two years for the completion of the project exhibited a planning fallacy. Our estimates were closer to a best-case scenario than to a realistic assessment. I was slower to accept the third lesson, which I call irrational perseverance: the folly we displayed that day in failing to abandon the project. Facing a choice, we gave up rationality rather than give up the enterprise.

In a famous study, spouses were asked, “How large was your personal contribution to keeping the place tidy, in percentages?” They also answered similar questions about “taking out the garbage,” “initiating social engagements,” etc. Would the self-estimated contributions add up to 100%, or more, or less? As expected, the self-assessed contributions added up to more than 100%. The explanation is a simple availability bias: both spouses remember their own individual efforts and contributions much more clearly than those of the other, and the difference in availability leads to a difference in judged frequency. The bias is not necessarily self-serving: spouses also overestimated their contribution to causing quarrels, although to a smaller extent than their contributions to more desirable outcomes. The same bias contributes to the common observation that many members of a collaborative team feel they have done more than their share and also feel that the others are not adequately grateful for their individual contributions.

The ordinary reader today knows about the Grail thanks only to Richard Wagner's Parsifal, which, in its Romantic approach, really deforms and twists the whole myth. Equally misleading is the attempt to interpret the mystery of the Grail in Christian terms: for Christian elements only play an accessory, secondary and concealing role in the saga. In order to grasp the true significance of the myth, it is necessary instead to consider the more immediate points of reference represented by the themes and echoes pertaining to the cycle of King Arthur, which survives in the Celtic and Nordic traditions. The Grail essentially embodies the source of a transcendent and immortalizing power of primordial origin that has been preserved after the 'Fall', degeneration and decadence of humanity. Significantly, all sources agree that the guardians of the Grail are not priests, but are knights and warriors - besides, the very place where the Grail is kept is described not as a temple or church, but as a royal palace or castle. In the book, I argued that the Grail can be seen to possess an initiatory (rather than vaguely mystical) character: that it embodies the mystery of warrior initiation. Most commonly, the sagas emphasize one additional element: the duties deriving from such initiation. The predestined Knight - he who has received the calling and has enjoyed a vision of the Grail, or received its boons – or he who has 'fought his way' to the Grail (as described in certain texts) must accomplish his duty of restoring legitimate power, lest he forever be damned. The Knight must either allow a prostrate, deceased, wounded or only apparently living King to regain his strength, or personally assume the regal role, thus restoring a fallen kingdom. The sagas usually attribute this function to the power of the Grail. A significant means to assess the dignity or intentions of the Knight is to 'ask the question': the question concerning the purpose of the Grail. In many cases, the posing of this crucial question coincides with the miracle of awakening, of healing or of restoration.

Apokatastasis, as is clear from some passages cited and many others, depends on illumination and instruction, which goes hand in hand with correction. This is fully consistent with Origen's ethical intellectualism, a Platonic-Socratic and Stoic heritage that is found in other Fathers as well, such as Gregory of Nyssa. How one behaves depends on what one knows and how one thinks and regards reality; will depends on the intellect and is not an autonomous force. As a consequence, evil is never chosen qua evil, but because it is mistaken for a good, out of an error of judgment, due to insufficient knowledge and/or obnubilation (e.g., Hom. 1 in Ps. 37.4; Hom. in Ez. 9.1). Hence the importance of instruction. If one's intellect is illuminated, and achieves the knowledge of the Good, one will certainly adhere to the Good. Apokatastasis itself, as the end of Book 2 of Περὶ ἀρχῶν, is described as an illumination and a direct vision of the truth, as opposed to the mere 'shadows' that the logika knew beforehand (Origen is reminiscent not only of Plato's Cave myth, but also of 1 Tim 2:4-6, that God wants all humans to reach the knowledge of the truth, and of 1 Cor 13:12 on eventually knowing God 'face to face'). Only with full knowledge is choice really free, and a choice done with full knowledge is a choice for the Good. A choice for evil is not really free: it results from obnubilation, ignorance, and passion. This is why Origen was convinced that divine providence will bring all logika to salvation by means of education and rational persuasion, instruction and illumination – or fear of punishments, but only initially, when reason is not yet developed, and not by means of compulsion, since the adhesion to the Good must be free, and to be free it must rest on a purified intellectual sight. This is why for Origen divine providence will lead all to salvation, but respecting each one's free will; each logikon will freely adhere to God, and to do so each will need its own times, according to its choices and development, so that both divine justice first and then divine grace are saved. (pp. 178-179)

I'm loath to bring up the E word here, and I'm even more embarrassed to talk about "millennials" in this way because it is a terrible cliché you've heard a hundred million times, and it is not a cliché I actually believe to be true. However, in writing a book for people in their twenties in 2017, I'd be remiss to not discuss this biggest criticism against them. If you are a twenty-something working in the world of Gen Xers and baby boomers, many older people think you are entitled. This is probably not news to you. Your bosses meet over glasses of wine and get parent drunk about how lazy you are and how you don't respect authority and don't take initiative and also what a pain in the ass and entitled they feel you are. Boo-hoo. It doesn't matter that the assessment is a wild, sweeping stereotype, nor that it's not actually true or fair--after managing millennials successfully for years, I know it's not. There's not an entire generation of lazy jerks walking around, waiting to steal jobs and assignments they don't deserve. Also, people of all ages can and do act entitled, and this is just a tidy, cantankerous way to label a whole census block of folks and make them seem less threatening because some people (cough cough: olds) feel afraid that they might be aging out of their careers and not feel as relevant as before.

Really, was everyone aboard this ship slightly mad? Much of Arsenic's initial conversation with the decklings was beginning to make sense. All the crew seemed, in a word, eccentric. Mr. Tarabotti smiled. "Too late, little cousin. I stay here. You done almost? You maybe do not wish late, no? Your father, he will throw a fop." Miss Tunstell said, "Throw a fit, I think you mean, Rodrigo." "Si?" "Yes. He is a fop, but he throws a fit." The captain interrupted, "Yes yes. Soon. But this is more important." "Si?" Mr Tarabotti shrugged and left. He said something in Italian to someone waiting in the hallway as he closed the door. Arsenic turned to look curiously at the cheerful captain. "He tried to kill you?" "Obviously he wasn't successful." Arsenic nodded. Obviously. "My mother would say that shows a lack of follow-through." The captain grinned. "Your mother sounds logical." Miss Tunstell added, although not critically, "And a little bloodthirsty." It was a fair assessment. "You've no idea," replied Arsenic, because it seemed they really didn't. The captain wrinkled her nose. "Old cousin Roddy there is not so bad. He's been reformed through excessive reading. Percy was in charge of extensive literary recuperation efforts." Arsenic smiled at Professor Tunstell, not quite sure what to make of this explanation, but knowing that books could be good medicine. The man dipped his head and blushed. The two ladies looked at him as if he'd done the most unusual thing ever.

Child psychologists Betty Hart and Todd Risley learned the same thing when they recorded hundreds of hours of interactions between children and adults in forty-two families from across a wide socioeconomic spectrum and assessed the children’s development from nine months to three years. Children in well-to-do families, whose parents were typically college-educated professionals, heard an average of 2,153 words an hour spoken to them. In contrast, the children of low-income families heard an average only 616 words per hour. By their third birthday, the children in well-to-do families heard 30 million more words than economically deprived children and the amount of conversation parents had with their infants was directly proportional to IQ test scores assessed at three years of age and the performance in school of these children at ages nine and ten. (Hart and Risley 2003) The exciting part is that Hart and Risley’s research has spawned conscious parenting initiatives thanks to technology in the form of LENA (Language Environment Analysis) devices. LENA devices work like pedometers except they keep track of words rather than steps. The Thirty Million Words Initiative in Chicago is making LENA devices available to parents so they can track the numbers of words they expose their children to. After six weeks, researchers in Chicago found a 32 percent increase in the number of words the children heard. Says Dr. Dana Suskind, Director of the Thirty Million Words Initiative: “Every parent has the ability to grow their children’s brain and impact their future.” (Suskind 2013)

have to give it, especially if that engagement seems emotionally charged. When you decide not to dignify an irrational communication with a response, it’s about preserving your personal dignity and mental clarity. Just because someone throws the ball doesn’t mean you have to catch it. Think of it this way: How would you feel if you sent someone an emotionally charged email but never received a response? You’d initially be confused. First, you’d double-check your Sent folder to make sure it went through. Then you’d start obsessing over the audible “ding” of your incoming messages, thinking it might be their response. Finally, you’d begin wondering if they even got your electronic tirade, somehow found a way to block your emails, or what else they might be doing that was more important than sending you a reply. In the end, you’d feel embarrassed, your pride deflated, and the fire you had to engage in keyboard karate would burn out. That’s the power of not reacting. When faced with a situation in which you’re being provoked, take a moment to let your emotions pass, and then ask yourself, “Do I really need to respond?” Assess the situation from a logical vantage point—rather than an emotional one—and base your decisions on what will ultimately benefit you in the long run. This mental strategy, however, isn’t solely for dealing with insults or slander. It’s just as effective when trying to handle people who constantly want your time and attention. Sometimes you simply don’t have it to give. Or giving it will distract you from things that are more important. When it comes to time allocation, it’s good to separate the signals from the noise. If everything in your life is important, then nothing is.

know that taking a long walk was his preferred way to have a serious conversation. It turned out that he wanted me to write a biography of him. I had recently published one on Benjamin Franklin and was writing one about Albert Einstein, and my initial reaction was to wonder, half jokingly, whether he saw himself as the natural successor in that sequence. Because I assumed that he was still in the middle of an oscillating career that had many more ups and downs left, I demurred. Not now, I said. Maybe in a decade or two, when you retire. I had known him since 1984, when he came to Manhattan to have lunch with Time’s editors and extol his new Macintosh. He was petulant even then, attacking a Time correspondent for having wounded him with a story that was too revealing. But talking to him afterward, I found myself rather captivated, as so many others have been over the years, by his engaging intensity. We stayed in touch, even after he was ousted from Apple. When he had something to pitch, such as a NeXT computer or Pixar movie, the beam of his charm would suddenly refocus on me, and he would take me to a sushi restaurant in Lower Manhattan to tell me that whatever he was touting was the best thing he had ever produced. I liked him. When he was restored to the throne at Apple, we put him on the cover of Time, and soon thereafter he began offering me his ideas for a series we were doing on the most influential people of the century. He had launched his “Think Different” campaign, featuring iconic photos of some of the same people we were considering, and he found the endeavor of assessing historic influence fascinating. After I had deflected his suggestion that I write a biography of him, I heard from him every now and then. At one point I emailed to ask if it was true, as my daughter had told me, that the Apple logo was an homage to Alan Turing, the British computer pioneer who broke the German wartime codes and then committed suicide by biting into a cyanide-laced apple. He replied that he wished he had thought of that, but hadn’t. That started an exchange about the early history of Apple, and I found myself gathering string on the subject, just in case I ever decided to do such a book. When my Einstein biography came out, he came to a book event in Palo Alto and

So what was this reincarnated ether, and what did it mean for Mach’s principle and for the question raised by Newton’s bucket?* Einstein had initially enthused that general relativity explained rotation as being simply a motion relative to other objects in space, just as Mach had argued. In other words, if you were inside a bucket that was dangling in empty space, with no other objects in the universe, there would be no way to tell if you were spinning or not. Einstein even wrote to Mach saying he should be pleased that his principle was supported by general relativity. Einstein had asserted this claim in a letter to Schwarzschild, the brilliant young scientist who had written to him from Germany’s Russian front during the war about the cosmological implications of general relativity. “Inertia is simply an interaction between masses, not an effect in which ‘space’ of itself is involved, separate from the observed mass,” Einstein had declared.23 But Schwarzschild disagreed with that assessment. And now, four years later, Einstein had changed his mind. In his Leiden speech, unlike in his 1916 interpretation of general relativity, Einstein accepted that his gravitational field theory implied that empty space had physical qualities. The mechanical behavior of an object hovering in empty space, like Newton’s bucket, “depends not only on relative velocities but also on its state of rotation.” And that meant “space is endowed with physical qualities.” As he admitted outright, this meant that he was now abandoning Mach’s principle. Among other things, Mach’s idea that inertia is caused by the presence of all of the distant bodies in the universe implied that these bodies could instantly have an effect on an object, even though they were far apart. Einstein’s theory of relativity did not accept instant actions at a distance. Even gravity did not exert its force instantly, but only through changes in the gravitational field that obeyed the speed limit of light. “Inertial resistance to acceleration in relation to distant masses supposes action at a distance,” Einstein lectured. “Because the modern physicist does not accept such a thing as action at a distance, he comes back to the ether, which has to serve as medium for the effects of inertia.”24 It is an issue that still causes dispute, but Einstein seemed to believe, at least when he gave his Leiden lecture, that according to general relativity as he now saw it, the water in Newton’s bucket would be pushed up the walls even if it were spinning in a universe devoid of any other objects. “In contradiction to what Mach would have predicted,” Brian Greene writes, “even in an otherwise empty universe, you will feel pressed against the inner wall of the spinning bucket… In general relativity, empty spacetime provides a benchmark for accelerated motion.

The Ten Ways to Evaluate a Market provide a back-of-the-napkin method you can use to identify the attractiveness of any potential market. Rate each of the ten factors below on a scale of 0 to 10, where 0 is terrible and 10 fantastic. When in doubt, be conservative in your estimate: Urgency. How badly do people want or need this right now? (Renting an old movie is low urgency; seeing the first showing of a new movie on opening night is high urgency, since it only happens once.) Market Size. How many people are purchasing things like this? (The market for underwater basket-weaving courses is very small; the market for cancer cures is massive.) Pricing Potential. What is the highest price a typical purchaser would be willing to spend for a solution? (Lollipops sell for $0.05; aircraft carriers sell for billions.) Cost of Customer Acquisition. How easy is it to acquire a new customer? On average, how much will it cost to generate a sale, in both money and effort? (Restaurants built on high-traffic interstate highways spend little to bring in new customers. Government contractors can spend millions landing major procurement deals.) Cost of Value Delivery. How much will it cost to create and deliver the value offered, in both money and effort? (Delivering files via the internet is almost free; inventing a product and building a factory costs millions.) Uniqueness of Offer. How unique is your offer versus competing offerings in the market, and how easy is it for potential competitors to copy you? (There are many hair salons but very few companies that offer private space travel.) Speed to Market. How soon can you create something to sell? (You can offer to mow a neighbor’s lawn in minutes; opening a bank can take years.) Up-front Investment. How much will you have to invest before you’re ready to sell? (To be a housekeeper, all you need is a set of inexpensive cleaning products. To mine for gold, you need millions to purchase land and excavating equipment.) Upsell Potential. Are there related secondary offers that you could also present to purchasing customers? (Customers who purchase razors need shaving cream and extra blades as well; buy a Frisbee and you won’t need another unless you lose it.) Evergreen Potential. Once the initial offer has been created, how much additional work will you have to put in in order to continue selling? (Business consulting requires ongoing work to get paid; a book can be produced once and then sold over and over as is.) When you’re done with your assessment, add up the score. If the score is 50 or below, move on to another idea—there are better places to invest your energy and resources. If the score is 75 or above, you have a very promising idea—full speed ahead. Anything between 50 and 75 has the potential to pay the bills but won’t be a home run without a huge investment of energy and resources.

THE ORIGIN OF INTELLIGENCE Many theories have been proposed as to why humans developed greater intelligence, going all the way back to Charles Darwin. According to one theory, the evolution of the human brain probably took place in stages, with the earliest phase initiated by climate change in Africa. As the weather cooled, the forests began to recede, forcing our ancestors onto the open plains and savannahs, where they were exposed to predators and the elements. To survive in this new, hostile environment, they were forced to hunt and walk upright, which freed up their hands and opposable thumbs to use tools. This in turn put a premium on a larger brain to coordinate tool making. According to this theory, ancient man did not simply make tools—“tools made man.” Our ancestors did not suddenly pick up tools and become intelligent. It was the other way around. Those humans who picked up tools could survive in the grasslands, while those who did not gradually died off. The humans who then survived and thrived in the grasslands were those who, through mutations, became increasingly adept at tool making, which required an increasingly larger brain. Another theory places a premium on our social, collective nature. Humans can easily coordinate the behavior of over a hundred other individuals involved in hunting, farming, warring, and building, groups that are much larger than those found in other primates, which gave humans an advantage over other animals. It takes a larger brain, according to this theory, to be able to assess and control the behavior of so many individuals. (The flip side of this theory is that it took a larger brain to scheme, plot, deceive, and manipulate other intelligent beings in your tribe. Individuals who could understand the motives of others and then exploit them would have an advantage over those who could not. This is the Machiavellian theory of intelligence.) Another theory maintains that the development of language, which came later, helped accelerate the rise of intelligence. With language comes abstract thought and the ability to plan, organize society, create maps, etc. Humans have an extensive vocabulary unmatched by any other animal, with words numbering in the tens of thousands for an average person. With language, humans could coordinate and focus the activities of scores of individuals, as well as manipulate abstract concepts and ideas. Language meant you could manage teams of people on a hunt, which is a great advantage when pursuing the woolly mammoth. It meant you could tell others where game was plentiful or where danger lurked. Yet another theory is “sexual selection,” the idea that females prefer to mate with intelligent males. In the animal kingdom, such as in a wolf pack, the alpha male holds the pack together by brute force. Any challenger to the alpha male has to be soundly beaten back by tooth and claw. But millions of years ago, as humans became gradually more intelligent, strength alone could not keep the tribe together.

Anti-Corruption Competitiveness Evaluation Purpose and Basic Direction The purpose of the Anti-Corruption Competitiveness Evaluation (ACE) is to assess the appropriateness and effectiveness of the anti-corruption initiatives

organization to make an increased effort to enhance its integrity. The ACE can be considered as a comprehensive assessment mechanism that covers various areas of anti-corruption and integrity initiatives

The original name of the Evaluation was the Anti- Corruption Initiative Assessment, but the ACRC changed it to the Anti-Corruption Competitiveness Evaluation in

are now being monitored during initial broadcasting and broadcasters themselves are consolidating assessment of their own

Company To Experiment With Valuing Employees 148 words SAN DIEGO—Cautioning that the initiative was being instituted on a trial basis only, Forrest Logistics CEO Wayne Gartner announced Thursday that the company had recently begun experimenting with valuing its employees. “For the next three months, we’ll be treating our workers as skilled professionals we appreciate having on our staff instead of as disposable laborers whose morale could not matter less to us,” said Gartner, telling reporters that during this provisional period, management would be assessing the long-term viability of constructively addressing employee concerns and creating an overall positive work environment. “This is completely new to us, obviously, but that’s why we’re just testing it out. If need be, we can go back to essentially telling our workers that they’re lucky we hired them in the first place.” At press time, the initiative had been canceled after estimates revealed it would cost the company upwards of $2,500 annually.

A Sales Professional To significantly increase sales, expand market share, and provide unparalleled levels of customer service to contribute to organizational growth and profit objectives Perform in-depth market analysis and create growth plans Lead generation, networking, and relationship building Demonstrate high-impact presentation and closing skills Assess client needs, and effectively overcome objections to sale Establish new territories and turn around underperforming ones Initiate new product/service launch Identify and capitalize on new and existing business opportunities Provide groundbreaking levels of customer service

Remedies exist for correcting substantial departures from normality, but these remedies may make matters worse when departures from normality are minimal. The first course of action is to identify and remove any outliers that may affect the mean and standard deviation. The second course of action is variable transformation, which involves transforming the variable, often by taking log(x), of each observation, and then testing the transformed variable for normality. Variable transformation may address excessive skewness by adjusting the measurement scale, thereby helping variables to better approximate normality.8 Substantively, we strongly prefer to make conclusions that satisfy test assumptions, regardless of which measurement scale is chosen.9 Keep in mind that when variables are transformed, the units in which results are expressed are transformed, as well. An example of variable transformation is provided in the second working example. Typically, analysts have different ways to address test violations. Examination of the causes of assumption violations often helps analysts to better understand their data. Different approaches may be successful for addressing test assumptions. Analysts should not merely go by the result of one approach that supports their case, ignoring others that perhaps do not. Rather, analysts should rely on the weight of robust, converging results to support their final test conclusions. Working Example 1 Earlier we discussed efforts to reduce high school violence by enrolling violence-prone students into classes that address anger management. Now, after some time, administrators and managers want to know whether the program is effective. As part of this assessment, students are asked to report their perception of safety at school. An index variable is constructed from different items measuring safety (see Chapter 3). Each item is measured on a seven-point Likert scale (1 = strongly disagree to 7 = strongly agree), and the index is constructed such that a high value indicates that students feel safe.10 The survey was initially administered at the beginning of the program. Now, almost a year later, the survey is implemented again.11 Administrators want to know whether students who did not participate in the anger management program feel that the climate is now safer. The analysis included here focuses on 10th graders. For practical purposes, the samples of 10th graders at the beginning of the program and one year later are regarded as independent samples; the subjects are not matched. Descriptive analysis shows that the mean perception of

Now if we turn to the Book of Revelation—which we saw as a cause of offense in its apparent celebration of a God of violence—we have to say in all honesty that it is in fact a nonviolent New Testament writing, and profoundly so. ‘The Lamb’ is the general symbolic name given to Jesus in the book, mentioned 29 times, an image of nonviolence and the book’s undisputed hero. The essence of the Lamb is not to use violence. When we first hear of it is ‘standing as if it had been slaughtered’ (5:6): it does not fight, it is slaughtered, and it continues exactly ‘as if it were something slaughtered (i.e. it does not lose this identity). Furthermore its followers do not fight, they also are killed. We learn that the Lamb holds the key to human history, opening its seals to reveal its purpose and meaning, including its intense inner violence. The Lamb is able to do this because it represents a completely different human / divine way of responding, other than that of violence. At the same time, precisely because of this revelation, all hell (literally) breaks out around the Lamb. The old world system—the Beast—does not remain indifferent to the introduction of a new way and the absolute challenge it makes, but reacts with continually redoubled violence. At the end of the book there is a final battle when the Beast and the kings of the earth with their armies are all slain by a figure called the Word of God, by the sword which comes from his mouth. But directly afterwards the new earth and the city of the Lamb welcome and heal these very kings and nations which have just been slain! The only figures not to be restored are the Beast and its prophet which represent the system of violence, the imperial order with its ideological apparatus of cult and worship. No doubt there is a powerful tonality of anger running through the book, against the oppression and murder that the Christian communities were then experiencing at the hands of the Roman Empire. And there is pretty clearly a sense of emotional release offered by the images of destruction and vengeance unleashed against the forces of oppression. But the final structure of the book is redemptive and life-giving, and that has to be admitted in any honest assessment. The duality then is not between a vengeful God and a gentle Jesus, or an initially gentle Jesus and then a violent one, but between an actual world and culture of violence and a core message of forgiveness and nonviolence. The early Christians were sorely oppressed by the former and seeking desperately to hang on to the latter. If they use language and symbolism derived from the former to restore hope in the substance of the latter then the tension is literary and poetic, rather than two moods or identities of God. The book of Revelation was intended to have a cathartic effect on emotion, in order that the Christians who read or heard it could arrive, in their minds and hearts, at the transformed perspective where they welcomed and blessed their enemies. In other words it was and is intended to be therapeutic.3 In contrast the split between Jesus and a God of punishment—which came to full growth in the Middle Ages—is ontological, and can only lead to a fundamental division in the Christian soul, with eternal love on the one hand, and eternal violence on the other. In other words, a spiritual schizophrenia. This

In a section titled “Performance Factors,” Clint had been asked to indicate areas in which I’d exhibited significant strengths, as well as any areas needing development. There were only two areas in which he felt I needed development—organization (probably because he’d ridden in my car) and working more closely with third parties—but he had indicated six major strengths. The first three were creativity, achievement of objectives, and quality of work. No surprises there. The next three strengths—adaptability, communication, and autonomy—seemed a bit ironic. I scrolled down and saw my overall score: Very Good. By definition, this score meant that I had “exceeded objectives in several areas and required only occasional supervision.” I didn’t appreciate the real irony of Clint’s assessment until I looked at my stakeholder map and considered how I might have scored had Kristen conducted a similar evaluation at home. What score would I have received for adaptability? The review form defined this as “being open to change with new circumstances.” Going with the flow. We had just begun to work on my openness to change at home, and I was still learning how to adjust to this new mind-set. Meanwhile, at work, I presented myself as nothing if not adaptable. “Sure, I’ll take a new position on the marketing team.” “Of course I can stay until midnight tonight. Whatever it takes.” “Certainly, Clint, I’ll travel to customers every week. Anything else?” At home, Kristen asked me to help fold laundry and my head almost exploded. I guessed that I would receive Needs Development for that one. How about autonomy and initiative? Clint seemed to think that I was bursting with it, but Kristen would have offered a different opinion. “Initiative? Please. How is me having to remind you to turn off the television and play with the kids initiative? I’ll put you down for a Needs Development,” I imagined her saying. Achievement of objectives would have gotten me a high mark with Kristen, until I scrolled down farther and read the definition, which included the phrase “gets things done efficiently and in a timely manner.” I thought of the Christmas decorations drooping from our eaves. I thought of the countless times Kristen and I had been late for an engagement and she’d found me standing in my boxers in front of the mirror making faces.

Huck is initially taken in by these two rogues, in the same manner that many Americans have been conned by progressives. The progressive scams, however, have endured for a while. Huck, however, is a quick learner. He soon figures out what his high-titled compatriots are up to. “It didn’t take me long to make up my mind that these liars warn’t no kings or dukes either, but just low-down humbugs and frauds.”10 Assessing the pitches that progressives have been putting forward for at least the past seven years, from the reparations pitch to the inequality pitch to the “you didn’t build that” pitch to the Lucky Luciano pitch, it is difficult to come to a different conclusion.

SUBJECT 22 REBOOT// … =/MEMORIES =/PROFILE [COMPLETE] [PROGRAM INITIATED...] [SESSION 1] [NOV-2: 2079]   Good afternoon, I have been assigned to you in response to the recent traumatic incident that has occurred in the colony. I am here to observe your mental health and assess any restorative measures that may return you to psychological competency, as well as provide any emotional support if necessary. I must inform you

Due’s guidelines, we will especially. Florida location convictions drunk people really need a hard line. 100 ml of blood, or about 0.08 per cent of all liquid at least the 0.08 per cent alcohol (due to back) is shown when some 210 liters of breath, you can claim for drunk driving. Far assessed only through this type of general assistance, the lack of such discrepancies is guilty of drunken his strength and reliability of March, the Americans, the. But it actually drinking and drink driving test in its own way will be forced to take care of Tallahassee by individuals will be condemned, rejected by his results, but only for those very is harsh. Orlando outcome of an internal drunk food is very harsh. Only 9 weeks in jail, 1,000 $ 500 Ignition lock-track recorder old suspected car or $ 250-500 almost certainly believe that high quality feed, only about six weeks in prison, and a drunken crime before punished by a DUI offense. 10 found guilty of a DUI third internal many years, Orlando is only a third of the number of offenders. The crime, the suspect in price for at least two years in a given calendar year and the unit ignition lock was initiated criminal representation.

Is there something that may have caused the action other than my initial assessment (in the characterization phase)? Do I need to adjust my initial impressions in either direction, augmenting some elements or discounting others?

Yes, but I think I should leave." "And I think you are distressed and need to rest before making such a hasty decision," he countered, with infuriating benignity. "Surely, meeting Charles's younger brother so unexpectedly, and under such traumatic circumstances, has not helped matters any."  He was smiling, but there was something she couldn't identify beneath that smile, and his dark eyes were watching her closely. Too closely. "Lord Gareth bears a certain resemblance to Charles, don't you think?" "Your Grace, I don't want to argue with you, but I would be more comfortable staying someplace in the village —" "What?!" cried Andrew and Nerissa in chorus. "Are your trunks still outside on the coach, Miss Paige?" the duke persisted. "Well, of course, but —" "Are they emblazoned with your name or initials?" "Yes, but —" "Puddyford!" The door opened obediently, and a liveried servant appeared, his face expressionless, his body erect and at attention. "Puddyford, I have business to attend to in the village. Have Miss Paige's trunks brought inside and up to her rooms. Nerissa, you will see that our guest is made comfortable, and someone is sent to attend to her needs."  He let his gaze sweep assessingly over Juliet. "You will be happy in the Blue Room, I think." "Your Grace, I have no wish to impose upon your hospitality —" "Nonsense, my dear girl. You have conducted yourself admirably, and your answers have satisfied me. Don't look so put out. Don't you realize I was only testing you with my studied rudeness?

Founder Scott Cook believes that some of the company’s best ideas have come from learning from mistakes or from initiatives that didn’t live up to their potential.

Helping a client with all those things is part of your job. But before you can begin-in fact, before that person walks through the door-you must prepare yourself. In many agencies part of your preparation will be reading some documentation on the client. That may be nothing more than a two-line summary of the problem the client has reported and a telephone number you can call to set up an appointment. On the other hand, if the case is being transferred to you, it may mean a huge file that includes a medical history, a psychiatric evaluation, a mental status exam, a biopsychosocial assessment by a previous clinician (or clinicians), that clinician’s progress notes, a report of psychological testing, a diagnostic code, and many other types of information. Whether it is one page or fifty, though, your response ought to be the same: What don’t I know that I need to know? Start making some written notes for yourself, beginning with those questions that you need to have answered before you call the client back to arrange an appointment. For instance, you may want further clarification of her current problem, if possible, so you can be sure she is coming to the right place. You may want to find out if anyone told her there is a fee charged. Or, if the case appears to involve more than one person, you may want to inquire about who should be included in the first interview. You should raise those questions with your supervisor or with the person who had the initial phone contact.

However, some individuals claim that such defense strategies could prove more difficult than initially assessed. Charles El Mir of Johns Hopkins University reminds experts that if nuclear bombs were sent into space to blast an asteroid apart, the gravitational force of larger space bodies may result in only temporary fragmentation, followed by pieces being drawn back together through the

Warren’s actions on Little Round Top on July 2 demonstrated clearly how a senior leader in the heat of crisis should recognize a threat, assess its danger, form a workable plan, and follow it through to execution. A century later, his decision making on July 2 became a standard example of sound command initiative used in U.S. Army leadership manuals.

While whites were still the majority, they established preferences for blacks and Hispanics that took such deep root that Congress and state legislatures have been powerless to abolish them. These programs would provoke outrage if they were practiced in favor of whites, but they have been partially curbed only by state ballot initiatives and equivocal Supreme Court decisions. Demography would change this. In 2006, the state of Michigan voted to abolish racial preferences in college admissions and state contracting, but the measure passed only because whites were still a majority. Eighty-five percent of blacks and 69 percent of Hispanics voted to maintain racial preferences for themselves. When they have a voting majority nothing will prevent non-whites from reestablishing and extending preferences. Are there portents in the actions of Eric Holder, the first black attorney general, appointed by the first black president? J. Christian Adams, a white Justice Department lawyer resigned in protest when the department dropped a case of voter intimidation the previous administration had already won by default against the New Black Panther Party. In this 2008 case, fatigue-clad blacks waved billy clubs at white voters and yelled such things as “You are about to be ruled by the black man, cracker!” Mr. Adams called it “the simplest and most obvious violation of federal law I saw in my Justice Department career.” He believed the decision to dismiss the case reflected hostility to the rights of whites. He said some of his colleagues called selective prosecution “payback time,” adding that “citizens would be shocked to learn about the open and pervasive hostility within the Justice Department to bringing civil rights cases against nonwhite defendants on behalf of white victims.” Christopher Coates, who was the head of the voting section of the Civil Rights Division, agreed with this assessment. In sworn testimony before Congress, he called the dismissal of the Black Panthers case a “travesty of justice” and described a “hostile atmosphere” against “race-neutral enforcement” of the Voting Rights Act. He said the department had a “deep-seated opposition to the equal enforcement of the Voting Rights Act against racial minorities and for the protection of white voters who have been discriminated against.” How will the department behave when whites become a minority?

That’s not all. You also get a guaranteed return on your initial investment.” People who were approached with a that’s-not-all story, Burger found, were more likely to buy into it than those who heard the great offer right away. (The that’s-not-all-ing, incidentally, can continue for a while. You need not stop at one.) That’s-not-all is actually a member of a broader set of persuasive tactics, known as disrupt-then-reframe techniques. First you disrupt someone’s understanding of an attempt to influence her, and then you reframe the attempt in a way that makes her more vulnerable to it. Here’s how it works. Harvard psychologist Daniel Gilbert proposes that we understand the world in two stages. First we take it at face value, in order to decipher the sense of what someone is telling us. And then we evaluate it, in order to judge the soundness of what we’ve just deciphered. Disrupt-then-reframe attacks the evaluative part of the process: we don’t have a chance to give a proper assessment because each time we try to do so, the situation changes.

If such a destination has indeed been chosen for us, it is obvious that ecology's rational deities will be powerless against the throwing of technology and energy into the struggle for an unpredictable goal, in a sort of Great Game whose rules are unknown to us. Even now we have no protection against the perverse effects of security, control and crime-prevention measures. We already know to what dangerous extremities we are led by prophylaxis in every sphere: social, medical, economic or political. In the name of the highest possible degree of security, an endemic terror may well be instituted that is in every way as dangerous as the epidemic threat of catastrophe. One thing is certain: in view of the complexity of the initial conditions and the potential reversibility of all the effects, we should entertain no illusions about the effectiveness of any kind of rational intervention. In the face of a process which so far surpasses the individual or collective will of the players, we have no choice but to accept that any distinction between good and evil (and by extension here any possibility of assessing the 'right level' of technological development) can have the slightest validity only within the tiny marginal sphere contributed by our rational model. Inside these bounds, ethical reflection and practical determinations are feasible; beyond them, at the level of the overall process which we have ourselves set in motion, but which from now on marches on independently of us with the ineluctability of a natural catastrophe, there reigns - for better or worse - the inseparability of good and evil, and hence the impossibility of mobilizing the one without the other. This is, properly speaking, the theorem of the accursed share. There is no point whatsoever in wondering whether things ought to be thus: they simply are thus, and to fail to acknowledge it is to fall utterly prey to illusion. None of this invalidates whatever may be possible in the ethical, ecological or economic sphere of our life - but it does totally relativize the impact of such efforts upon the symbolic level, which is the level of destiny.

Pause, Assess, Then Decide Remember, it is not enough to be hit or insulted to be harmed, you must believe that you are being harmed. If someone succeeds in provoking you, realize that your mind is complicit in the provocation. Which is why it is essential that we not respond impulsively to impressions; take a moment before reacting, and you will find it is easier to maintain control. (Epictetus, Enchiridion XX) Whenever you are assailed with a powerful emotional reaction, immediately take a deep breath and separate the event from your impression of it. The event is what happened; your “impression” is how you have, initially, instinctively viewed it. Will you assent? Anything outside your control is of no real concern. It cannot touch the you that matters. But your considered response is, indeed, yours to control. Will you choose to be angry? Depressed? Afraid? Why? How do those things help you? How do they make you stronger or more virtuous? How do they lead to a life of eudemonia? Instead, take a deep breath and reach for some perspective. Whatever it was that happened, it’s already drifting into the past. What does this moment require of you?

From this basis, Boyd sets out to develop a normative view on a design for command and control. As in Patterns of Conflict, he starts with some ‘samples from historical environment’, offering nine citations from nine practitioners, including from himself (see Box 6.1):6 Sun Tzu (around 400 BC) Probe enemy strength to unmask his strengths, weaknesses, patterns of movement and intentions. Shape enemy’s perception of world to manipulate/undermine his plans and actions. Employ Cheng/Ch’I maneuvers to quickly and unexpectedly hurl strength against weaknesses. Bourcet (1764–71) A plan ought to have several branches . . . One should . . . mislead the enemy and make him imagine that the main effort is coming at some other part. And . . . one must be ready to profit by a second or third branch of the plan without giving one’s enemy time to consider it. Napoleon (early 1800s) Strategy is the art of making use of time and space. I am less chary of the latter than the former. Space we can recover, time never. I may lose a battle, but I shall never lose a minute. The whole art of war consists in a well-reasoned and circumspect defensive, followed by rapid and audacious attack. Clausewitz (1832) Friction (which includes the interaction of many factors, such as uncertainty, psychological/moral forces and effects, etc.) impedes activity. Friction is the only concept that more or less corresponds to the factors that distinguish real war from war on paper. In this sense, friction represents the climate or atmosphere of war. Jomini (1836) By free and rapid movements carry bulk of the forces (successively) against fractions of the enemy. N.B. Forrest (1860s) Git thar the fustest with the mostest. Blumentritt (1947) The entire operational and tactical leadership method hinged upon . . . rapid concise assessment of situations, . . . and quick decision and quick execution, on the principle: each minute ahead of the enemy is an advantage. Balck (1980) Emphasis upon creation of implicit connections or bonds based upon trust, not mistrust, that permit wide freedom for subordinates to exercise imagination and initiative – yet harmonize within intent of superior commanders. Benefit: internal simplicity that permits rapid adaptability. Yours truly Operate inside adversary’s observation-orientation-decision-action loops to enmesh adversary in a world of uncertainty, doubt, mistrust, confusion, disorder, fear, panic, chaos . . . and/or fold adversary back inside himself so that he cannot cope with events/efforts as they unfold.

The conflict came to a boil in October 2006, at a SETI meeting in Valencia, Spain, where there was a debate over active SETI and a contentious vote over new guidelines for initiating broadcasts from Earth. Later that month, Nature published a scolding editorial criticizing the SETI community for a lack of openness. According to the Nature editors, the risk posed by active SETI is real. It is not obvious that all extraterrestrial civilizations will be benign—or that contact with even a benign one would not have serious repercussions for people here on Earth… yet the Valencia meeting voted against trying to set up any process for deliberating over the style or content of any spontaneous outgoing messages. In effect, anyone with a big enough dish can appoint themselves ambassador for Earth. The SETI community should assess [the risks] in a discussion that is open and transparent enough for outsiders to listen to and, if so moved, to actively participate. As a lifelong SETI enthusiast, I found it disconcerting to see the field so publicly chewed out.

At the 2009 climate negotiations in Copenhagen, the United States, Britain, Norway, and other developed countries committed $4.5 billion to launch a global initiative that would begin to assess the value of the world’s tropical rain forests. Four years later, in 2013, at the Warsaw Climate Change Conference, further rules set criteria for tropical countries to meet in order to receive payments in return for reducing deforestation or launching sustainable forest management strategies. Now global efforts focus on what the forests are worth, and who will pay to keep them standing.

Graciously Accepting a Compliment. How many times have you offered someone a sincere compliment only to have it thrown back in your face as if your assessment were wrong? How did you feel? Women are notorious for this social misstep and poor maneuver. Why do they do it? Rejecting a compliment makes the compliment-giver feel as though they should have said nothing.

Even Colonel Lang, watching the Americans from the other side of Djebel Naemia, had been surprised by their timid initial approach to the Maknassy heights; a more forceful attack, he concluded, could have shortened the Tunisian campaign by weeks. In his view, the Americans appeared reluctant to risk heavy casualties in a decisive battle, preferring to crush their foes with material superiority even if that meant extending the fight. There was truth in that assessment too.

4. Evaluating an analysis. I sometimes receive business plans for launching a new product with an assessment of the competitive landscape and financial projections for the product’s initial years. In reading those proposals, I home in on the key assumptions in the analysis. The projections are worthless unless the underlying assumptions are well supported.

At the University of Alabama, the campus community developed an initiative called “Out 2 Lunch.” Any student can invite an administrator out for lunch or coffee on campus at a dining facility to enjoy some food together and have a conversation. Even if the two parties have completely different viewpoints, good food is usually something we can all agree on. In this case, the student actually pays for the administrator’s meal. They have a conversation about improving some part of campus life. Afterward, the student fills out an assessment on why they chose this administrator, what they learned, and how satisfied they were with the conversation that took place. Once the assessment is submitted to the university, the dining facility will issue a credit back to the student for the money used to cover the administrator’s meal.

The Russians now decided in July to support the Cubans as part of a grand strategy to win more concessions in Berlin and redraw the missile imbalance, harking back to Khrushchev’s assessment of Kennedy as a man who would bark but ultimately not bite at this Soviet initiative. It was a calculated risk.

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.

Pelosi’s wariness seemed confirmed on March 22, 2019, when Mueller flubbed the unveiling of his team’s report on Trump’s ties to foreign governments. Although the report was devastating, Mueller’s initial silence allowed Attorney General William Barr to issue misleading characterizations that overshadowed the report’s details. Barr claimed that the report “exonerated” the president. The actual report documented a number of extremely problematic relationships between the president’s campaign and Russian officials. Mueller, who did not believe he had the authority to call for impeachment since the independent counsel law had expired, then made things worse by faltering in congressional testimony.

The main components of an OP1 narrative are: Assessment of past performance, including goals achieved, goals missed, and lessons learned Key initiatives for the following year A detailed income statement Requests (and justifications) for resources, which may include things like new hires, marketing spend, equipment, and other fixed assets Each group works in partnership with its finance and human resources counterparts to create their detailed plan, which is then presented to a panel of leaders.

will be used only in the EHCP assessment and in the initial setting up of support, or they may be called in if a child is struggling. They are likely to recommend what support they know the LA is realistically going to be able to afford; it might be very different to what support a child ideally needs.

I said, “You’ve got to be able to look at the deal and know what it hinges on to know whether it works or not. If you realize that the key component works, then you use the numbers to test it. You don’t do the numbers to find out eight hours later whether it was worth starting.” I’m sure his IQ was higher than mine. But that isn’t how we operate. You have to be able to effectively assess the initial picture and see where the greatest risk is most likely to be, or you’ll spend your life doing numbers just to find out if a deal will work. And all that time lost is time you could have been looking at other opportunities.

Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

Consumer Assessment of Healthcare Providers and Systems (CAHPS) This survey initiative began in 1995, before the Agency became involved in patient safety, in response to the recognition that quality of care issues that are important to consumers, such as communication skills of providers and ease of access to healthcare, were often overlooked. The obvious way to find out about them was to ask patients. The Agency began to fund, oversee, and work closely with a consortium of research organizations to conduct research on patient experience and develop the survey. The survey has since been expanded to ask patients to evaluate their experiences with health plans, providers, and healthcare facilities regarding care coordination , shared decision-making, and patient engagement . The survey is now widely used by healthcare organizations, health plans, purchasers, consumer groups, and accreditation organizations to evaluate providers and improve quality and safety of care. It has been a major factor in teaching clinicians and hospitals to be more aware of patient’s concerns and to engage them more meaningfully in their care. It has magnified their voice

Power is a feature only of finite games. It is not dramatic but theatrical. How then do infinite players contend with power? Infinite play is always dramatic; its outcome is endlessly open. There is no way of looking back to make a definitive assessment of the power or weakness of earlier play. Infinite players look forward, not to a victory in which the past will achieve a timeless meaning, but toward ongoing play in which the past will require constant reinterpretation. Infinite players do not oppose the actions of others, but initiate actions of their own in such a way that others will respond by initiating their own.

initial interest predicted both mastery and performance goals. Students who were more interested were more motivated both to learn and to perform well.

If this seems right—that we normally take ourselves to be assessing or reacting to a particular state rather than ones’ personality or character—then these character-based views which argue that we are responsible despite our lack of any kind of control, seem to be closer to those which deny the legitimacy of our attributions of doxastic responsibility than it initially appears.

One large US bank, for example—an aggressive adopter of AI—has announced a $350 million investment in reskilling related to AI-related job changes, and the bank is being both predictive and granular about the initiative.10 It’s working with researchers from MIT and elsewhere to understand—based on a “suitability for machine learning” (SML) assessment—which skills and jobs are most likely to be replaced by AI.11 The SML analysis will help the bank plan for changes in those jobs and help workers gain the skills they need to succeed in their modified jobs or transition to new ones.

It was funny the arc of a life: knowing fear as a child, to conquering them as a young adult, to going back around to fear in your older years and knowing that your initial assessment had always been right. Life was an endless churn of helplessness and fear that we had no control over. The only difference was that now, I have learned to swim my way through it.

After an initial assessment and the adjustment of a few tourniquets, he noted with relief that all of these men would survive if they got proper care in a timely manner. They loaded up the worst of the wounded and took off. Sergeant Nelson was fully absorbed in keeping the men stable… until he heard an ominous shout.

Despite doing well initially, he had lost several jobs when he got bored and began making careless mistakes. He felt he was intelligent and a hard worker, but things never seemed to work out – unless, he claimed, he used cannabis. He was convinced that smoking marijuana kept him calm and helped him concentrate, but he feared legal consequences if he had to continue relying on illegal dealers. He asked me to write a letter on his behalf, recommending he be given a state medical cannabis card. I had never written a medical cannabis recommendation at that time, so I insisted he first experience a trial of at least two different medications considered the standard of care for ADHD. I wanted to be sure he was receiving the best possible treatment. Morgan reluctantly agreed and started using Adderall, which contains several different amphetamine salts. He reported no improvement with this first-line medication and complained that it increased his anxiety and physical restlessness. As he scored no better on the computerized assessment for ADHD, we went on to a second-line medication. Again, he reported no improvement and said he had recently received a negative evaluation at work. I insisted on one more trial – Marinol (pharmaceutical-grade THC) – in

Whether you hire an outside consultant or ask your HR team to conduct a culture assessment, make sure that you do not begin to implement a culture change initiative until you have gathered all the data you need to make the best possible decisions about what to change and how to change it.

THE “AWARENESS” SHIELD FEAT. According to the Bible, Joseph obtained enormous prestige in Egypt, when he was able to divine the dreams of the pharaoh, As Joseph earned that feat with a great social prestige, in different traditions the "awareness" of the future, or an inaccessible present, always proved a merit that produces social honor. Weber (1922) considers the prophets, along with the priests and magicians, as examples of charismatic leaders, and this is because "predict " or " perceive" the future has been, in different traditions, a strong feat that has given pride and social prestige those who perform. It postulates a "shield feat of awareness" that is intended to offset the impact on the pride of some future anti-feat. When the firepower that a possible future anti-feat has about pride and social prestige is too high and becomes unbearable, the person can go into that future equipped with a shield feat that will compensate. From that strategy, thinking badly of the future is a way of ensuring the "consolation prize" of having the merit of "prediction”. According to Steele (1988 ), when a person experiences a negative assessment of himself in a particular field, they can initiate a process of self-affirmation activating positive beliefs in another area, thus achieving a positive overall assessment of itself. The pessimistic shield feat "awareness of future failure”, would be a merit that safeguards to offset the impact of that failure on self- concept , an achievement an overall assessment that is not so negative.

pressures and intense learning curve It takes time to get up to speed on the content of your new position, and yet business and markets cannot slow down and wait for you to catch up. Decisions still need to be taken and, consequently, the pressure can build up and will need to be managed in order to stay operating effectively. Being overwhelmed with immediate fire-fighting and task-driven priorities It would be tempting to get busy and dive into the immediate business tasks and issues. But you need to have the strength of character to step back and take time out to look at the big picture: what tasks should you continue, what should you stop, and what should you start? Need to invest energy in building new networks and forging new stakeholder relationships There is no point in having the right vision and strategy in isolation of bringing people with you. The culture may be dense and slow-moving – people may be resistant to the changes you bring. Invest early in the influencer and stakeholder network. Dealing with legacy issues from the predecessor Depending on the quality of your predecessor, your unit may or may not have a good reputation, and your team may have developed poor habits, behaviours and disciplines that will take time to address. Or you may have to endure the scenario of filling the shoes of a much-loved predecessor, and being initially resented as the new guy whose mandate is to change how things have always been done before. Challenges on inheriting or building a team and having to make tough personnel decisions Don’t expect underperformers to have been weeded out prior to your arrival. A key task in your first 100 days will be to assess the quality of your team: who stays, who goes and what fresh talent is needed on board. Unfortunately, your best talent is possibly now de-motivated and resentful – and consequently underperforming – because they applied unsuccessfully for your job. For external appointments, a lack of experience of the new company culture may lead to inadvertent gaffes and early political blunders – all of which can take time to recover From the innocuous to the significant, everything you do is being judged as indicative of your character. Checking your smart device during a meeting may deeply offend your new role stakeholders who may judge that action as an indication that you are brash, uninterested and arrogant. You will need to be on ‘hyper alert’ to consciously pick up clues on the acceptable norms and behaviours in your new culture. Getting the balance right between moving too fast and moving too slowly Newly appointed people sometimes panic and this can result in either doing too much (scattergun approach, but not tackling the core issues) or doing too little (‘I’ll just listen and learn for the first three months, and then decide what to do’). Neither extreme cuts it. Find the right balance.

Those institutes can develop research-based teaching initiatives in which they work with colleagues across the university to tackle problems. They might focus on why certain groups of students (defined by whatever demography) do not achieve the kind of learning expected, or about how to help all students achieve a new level of development. The initiative would refine the questions; explore the existing literature; and fashion a hypothesis about what might work, a program to implement that hypothesis, and a systematic assessment of the result, ultimately contributing to a growing body of literature on university learning.

The Boyd Cycle; a clear understanding of the observation, orientation, decision and action "OODA Loop" is a key first step. In the training we conduct through LESC or Adaptive-Leader when we conduct it with law enforcement and security professionals, this tactical decision making and threat assessment tool is a prerequisite that gives us the clear initiative in detecting crime and danger. The Boyd Cycle is a mental tool that helps us first understand how conflict unfolds, as well as, allows us to observe keenly through "all our senses" including intuition.

it is not uncommon for experts in DNA analysis to testify at a criminal trial that a DNA sample taken from a crime scene matches that taken from a suspect. How certain are such matches? When DNA evidence was first introduced, a number of experts testified that false positives are impossible in DNA testing. Today DNA experts regularly testify that the odds of a random person’s matching the crime sample are less than 1 in 1 million or 1 in 1 billion. With those odds one could hardly blame a juror for thinking, throw away the key. But there is another statistic that is often not presented to the jury, one having to do with the fact that labs make errors, for instance, in collecting or handling a sample, by accidentally mixing or swapping samples, or by misinterpreting or incorrectly reporting results. Each of these errors is rare but not nearly as rare as a random match. The Philadelphia City Crime Laboratory, for instance, admitted that it had swapped the reference sample of the defendant and the victim in a rape case, and a testing firm called Cellmark Diagnostics admitted a similar error.20 Unfortunately, the power of statistics relating to DNA presented in court is such that in Oklahoma a court sentenced a man named Timothy Durham to more than 3,100 years in prison even though eleven witnesses had placed him in another state at the time of the crime. It turned out that in the initial analysis the lab had failed to completely separate the DNA of the rapist and that of the victim in the fluid they tested, and the combination of the victim’s and the rapist’s DNA produced a positive result when compared with Durham’s. A later retest turned up the error, and Durham was released after spending nearly four years in prison.21 Estimates of the error rate due to human causes vary, but many experts put it at around 1 percent. However, since the error rate of many labs has never been measured, courts often do not allow testimony on this overall statistic. Even if courts did allow testimony regarding false positives, how would jurors assess it? Most jurors assume that given the two types of error—the 1 in 1 billion accidental match and the 1 in 100 lab-error match—the overall error rate must be somewhere in between, say 1 in 500 million, which is still for most jurors beyond a reasonable doubt. But employing the laws of probability, we find a much different answer. The way to think of it is this: Since both errors are very unlikely, we can ignore the possibility that there is both an accidental match and a lab error. Therefore, we seek the probability that one error or the other occurred. That is given by our sum rule: it is the probability of a lab error (1 in 100) + the probability of an accidental match (1 in 1 billion). Since the latter is 10 million times smaller than the former, to a very good approximation the chance of both errors is the same as the chance of the more probable error—that is, the chances are 1 in 100. Given both possible causes, therefore, we should ignore the fancy expert testimony about the odds of accidental matches and focus instead on the much higher laboratory error rate—the very data courts often do not allow attorneys to present! And so the oft-repeated claims of DNA infallibility are exaggerated.

It was our responsibility to provide a detailed assessment of our treatment during our residence at each Household. These recorded accounts were documented and archived in the school's extensive security vault. The school authorities made sure that each Household complied with the E.R.O.S. rules and regulations. The same applied to each student and his or her guardian. Any complaints filed by any of the three parties would be investigated fully. The E.R.O.S. organization ran smoothly and efficiently, on every level. There were many checks and balances.

December 2, a bitterly cold, windy day in Chicago. Today for the first time the pile was supposed to go critical. Greg was there to observe the experiment on behalf of his boss, General Groves. He hinted jovially to anyone who asked that Groves feared an explosion and had deputed Greg to take the risk for him. In fact Greg had a more sinister mission. He was making an initial assessment of the scientists with a view to deciding who might be a security risk. Security on the Manhattan Project was a nightmare. The top scientists were foreigners. Most of the rest were left-wingers, either Communists

The mindset assessment asks questions that measure characteristics such as awareness, helpfulness, accountability, alignment, collaboration, self-correction, coordination, inclusivity, generosity, transparency, results focus, openness, appreciation, recognition, empowerment, initiative, engagement, and safety. Looking at these various elements and averaging results across industries, we have found that people rate their colleagues in their organizations at an average of 4.8 on the continuum and themselves at 6.8, which is to say that individuals rate themselves as 40 percent better than the rest of the people in their organizations across these characteristics.

its initial phase, he said, its mission was to provide an intelligence assessment of what could be done about “the Cuban problem.” Its primary concern, therefore, was organizing its intelligence collection capabilities, such as trying to recruit or place spies into Cuba and debriefing newly arrived exiles.

Study after study suggests that the pressure society places on women to stay home and do “what’s best for the child” is based on emotion, not evidence. In 1991, the Early Child Care Research Network, under the auspices of the National Institute of Child Health and Human Development, initiated the most ambitious and comprehensive study to date on the relationship between child care and child development, and in particular on the effect of exclusive maternal care versus child care. The Research Network, which comprised more than thirty child development experts from leading universities across the country, spent eighteen months designing the study. They tracked more than one thousand children over the course of fifteen years, repeatedly assessing the children’s cognitive skills, language abilities, and social behaviors. Dozens of papers have been published about what they found.23 In 2006, the researchers released a report summarizing their findings, which concluded that “children who were cared for exclusively by their mothers did not develop differently than those who were also cared for by others.”24 They found no gap in cognitive skills, language competence, social competence, ability to build and maintain relationships, or in the quality of the mother-child bond.25 Parental behavioral factors—including fathers who are responsive and positive, mothers who favor “self-directed child behavior,” and parents with emotional intimacy in their marriages—influence a child’s development two to three times more than any form of child care.26 One of the findings is worth reading slowly, maybe even twice: “Exclusive maternal care was not related to better or worse outcomes for children. There is, thus, no reason for mothers to feel as though they are harming their children if they decide to work.

Do encourage movement: “Let’s swing our arms to the beat of this music. I always feel better when I stretch, don’t you?” Movement always improves sensory processing. Do encourage the child to try a new movement experience: “If you’re interested in that swing, I’ll help you get on.” Children with dyspraxia may enjoy new movement experiences but need help figuring out how to initiate them. Do offer your physical and emotional support: “I’m interested in that swing. Want to try it with me? You can sit on my lap, and we’ll swing together.” The child who is fearful of movement may agree to swing at the playground if he has the security of a loving lap. (Stop if he resists.) Do allow your child to experience unhappiness, frustration, or anger: “Wow, it really hurts when you don’t get picked for the team.” Acknowledging his feelings allows him to deal with them, whereas rushing in to make it better every time he’s hurt prevents him from learning to cope with negative emotions. Do provide appropriate outlets for negative emotions: Make it possible to vent pent-up feelings. Give her a ball or a bucketful of wet sponges to hurl against the fence. Designate a “screaming space” (her room, the basement, or garage) where she can go to pound her chest and shout. Do reinforce what is good about your child’s feelings and actions, even when something goes wrong: “You didn’t mean for the egg to miss the bowl. Cracking eggs takes practice. I’m glad you want to learn. Try again.” Help her assess her experience positively by talking over what she did right and what she may do better the next time. How wonderful to hear that an adult is sympathetic, rather than judgmental! Do praise: “I noticed that you fed and walked the dog. Thanks for being so responsible.” Reward the child for goodness, empathy, and being mindful of the needs of others. “You are a wonderful friend,” or “You make animals feel safe.” Do give the child a sense of control: “If you choose bed now, we’ll have time for a long story. If you choose to play longer, we won’t have time for a story. You decide.” Or, “I’m ready to go to the shoe store whenever you are. Tell me when you’re ready to leave.” Impress on the child that others don’t have to make every decision that affects him. Do set reasonable limits: To become civilized, every child needs limits. “It’s okay to be angry but not okay to hurt someone. We do not pinch.

Core subjects include English, reading, and language arts; world languages; arts; mathematics; economics; science; geography; history; and government and civics. Learning and innovation skills are those possessed by students who are prepared for the 21st century and include creativity and innovation, critical thinking and problem solving, and communication and collaboration. Information, media, and technology skills are needed to manage the abundance of information and also contribute to the building of it. These include information literacy; media literacy; and information, communications, and technology (ICT) literacy. Life and career skills are those abilities necessary to navigate complex life and work environments. These include flexibility and adaptability, initiative and self-direction, social and cross-cultural skills, productivity and accountability, and leadership and responsibility.

It is a horrible atmosphere for planners interested in social reproduction, let alone social transformation. Planners are allowed to do little that won't raise property values. Often they do so directly and intentionally, by initiating rezonings, targeting tax breaks or gutting protective regulations in order to stimulate development. Just as often, however, increased property values are the result of genuine, socially beneficial land improvements. Public improvements become private investment opportunities as those who own the land reap the benefits of beautiful urban design and improved infrastructure. Those who cannot afford the resulting rising rents (or, in the case of homeowners, rising property assessments) are expelled: priced out, foreclosed, evicted, made homeless, or, in the best case scenario, granted a one-time buyout that will not afford them a new home in the neighborhood, or even the city.

Initiating the reversal process requires a trifocal meeting to set the foundation. Regular assessments and updates to the plan ensure an adaptive and responsive approach over the extended duration of the reversal journey.

For many intelligences,the thought of homely intimacies is associated with a spontaneous disgust at too much sweetness-which is why there is neither a philosophy of sweetness nor an elaborated ontology of the intimate. One must assess the nature of this resistance if one is to get past typical initial aversions. From a distance,the subject appears so unattractive and inconsequential that for the time being,only suckers for harmony or theophilic eunuchs would get stuck on it. An intellect that spends its energy on worthy objects usually prefers the sharp to the sweet; one does not offer candy to heroes

Data collection in rapid learning is not a singular event; it spans every stage of the learning process. From initial assessments to ongoing feedback, data serves as a compass, guiding educators in tailoring instruction to individual needs and cultivating a responsive and supportive learning atmosphere.