Map Test Quotes

We know ourselves only as far as we’ve been tested.

Marriage is like going on a road trip with the person you want to spend the rest of your life with, except you have no map or fancy GPS system to help you out. You might not always agree on what music to play or which direction you should go. I can guarantee there will be moments you want to rip your hair out—or each other’s. Just like there will be times that test you, where you think that maybe things would be easier if you hitch a ride with someone else. The point is, life is going to throw a lot of things at you. Stuff like flat tires, dead ends, and mechanical issues. But you can either make the most of the journey with one another or cry about never getting to your destination. No one can make the right decision but you.

Because love, no matter how tragic, is not an ending. It is a test and a textbook; it is a map to undiscovered places and a lexicon of languages yet to be spoken. Love. Really, it is a beginning.

Sometimes having no script, having no idea what is going to happen next, having no map, might be the way to go. Because life just happens, and when it does, how you handle it will teach you more about who you are than any class or test ever can. The best preparation for the rest of your life is, maybe, no preparation at all. Dive right in. Make mistakes. Break a few rules. Wing it.

The only test, Baker, is how not to erase ourselves from the map. Our history is that things don't last. Every generation creates the right monsters to destroy itself.

The more aware we are of our basic paradigms, maps, or assumptions, and the extent to which we have been influenced by our experience, the more we can take responsibility for those paradigms, examine them, test them against reality, listen to others and be open to their perceptions, thereby getting a larger picture and a far more objective view.

The Declaration [of Independence] is like a map. You trust that it's right but you only know by going out and testing it yourself.

A swami may conceivably follow only the path of dry reasoning, of cold renunciation; but a yogi engages himself in a definite, step-by-step procedure by which the body and mind are disciplined and the soul gradually liberated. Taking nothing for granted on emotional grounds or by faith, a yogi practices a thoroughly tested series of exercises that were first mapped out by the ancient rishis. In every age of India, yoga has produced men who became truly free, true Yogi-Christs.

The people setting out on these walks weren’t seeking to conquer peaks or test themselves against maps and miles. They were looking for a mystical communion with the land; they walked backwards in time to an imagined past suffused with magical, native glamour:

If you want a good litmus test of your spiritual growth, simply examine the nature and quality of your relationships with others.

I had this idea about America — that I’d find myself here. That’s why people get in a convertible and hit the road without a map. That’s the promise. That you’ll finally see yourself when you don’t recognize the scenery. Maybe it worked. I fell for the blue sky and sunshine. Then this country dragged me behind it, kicking and bleeding. I failed every test. I fell; I fell short.

Then I spoke with proven shapers I knew—Bill Gates, Elon Musk, Reed Hastings, Muhammad Yunus, Geoffrey Canada, Jack Dorsey (of Twitter), David Kelley (of IDEO), and more. They had all visualized remarkable concepts and built organizations to actualize them, and done that repeatedly and over long periods of time. I asked them to take an hour’s worth of personality assessments to discover their values, abilities, and approaches. While not perfect, these assessments have been invaluable. (In fact, I have been adapting and refining them to help us in our recruiting and management.) The answers these shapers provided to the standardized questions gave me objective and statistically measurable evidence about their similarities and differences. It turns out they have a lot in common. They are all independent thinkers who do not let anything or anyone stand in the way of achieving their audacious goals. They have very strong mental maps of how things should be done, and at the same time a willingness to test those mental maps in the world of reality and change the ways they do things to make them work better. They are extremely resilient, because their need to achieve what they envision is stronger than the pain they experience as they struggle to achieve it. Perhaps most interesting, they have a wider range of vision than most people, either because they have that vision themselves or because they know how to get it from others who can see what they can’t. All are able to see both big pictures and granular details (and levels in between) and synthesize the perspectives they gain at those different levels, whereas most people see just one or the other. They are simultaneously creative, systematic, and practical. They are assertive and open-minded at the same time. Above all, they are passionate about what they are doing, intolerant of people who work for them who aren’t excellent at what they do, and want to have a big, beneficial impact on the world.

That year, and every year, it seemed, we began by studying the Revolutionary War. We were taken in school buses on field trips to visit Plymouth Rock, and to walk the Freedom Trail, and to climb to the top of the Bunker Hill Monument. We made dioramas out of colored construction paper depicting George Washington crossing the choppy waters of the Delaware River, and we made puppets of King George wearing white tights and a black bow in his hair. During tests we were given blank maps of the thirteen colonies, and asked to fill in names, dates, capitals. I could do it with my eyes closed.

Quince leans in over the map, studying, and I think he’s going to ask me something about the kingdoms or my plan or Daddy’s trident. Instead, without taking his eyes off the map, he asks, “What happens if I fail?” “What?” I whisper. “If I don’t pass the three tests,” he says. “What’s the consequence?” I suck in a shaky breath. This is the part I didn’t want to talk about, the part I hoped he wouldn’t ask about. But I guess he’s too clever—or has learned too much about how mer-world magic works—to assume there won’t be a price. There is, and it’s a big one. “If you fail,” I say, keeping my voice steady, “then you are banished from the water forever.” He lifts his Caribbean-blue eyes to stare into mine. “And?” “And?” I echo. “I know that can’t be it,” he says. “Nothing in your world is ever that simple.” A part of my heart breaks when he calls it my world. I want it to feel like his world, too. But now isn’t the time. He’s right; there’s more to the consequence of failure than him being exiled. “And . . . ,” I say, wishing I didn’t have to tell him this, “I’ll be banished from land.” I swallow hard. “Forever.” He stares into my eyes, unblinking, and I can’t read any sort of reaction. His mind is racing, I’m sure, but everything on the outside is a stone facade. Finally, after what feels like an eternity, he says, “Then I won’t fail.

Nobody wanders his or her way to a dream, and nobody achieves a dream by accident. Don't shortcut the process and risk cheating yourself out of your dream!

The World is a Treasure Map.

The world is a Treasure Map

Fewer than one in twenty security professionals has the core competence and the foundation knowledge to take a system all the way from a completely unknown state of security through mapping, vulnerability testing, password cracking, modem testing, vulnerability patching, firewall tuning, instrumentation, virus detection at multiple entry points, and even through back-ups and configuration management.

the children make of it what they can. What they don’t understand today, they might tomorrow. “The Declaration is like a map. You trust that it’s right, but you only know by going out and testing it yourself.

If you can deny your talents, if you can conceal them from others or, even better, persuade yourself that they weren’t even given to you, you’re off the hook. And being off the hook is a key element of the industrialized school’s promise. It lets parents off the hook, certainly, since the institution takes over the teaching. It lets teachers off the hook, since the curriculum is preordained and the results are tested. And it lets students off the hook, because the road is clearly marked and the map is handed to everyone. If you stay on the path, do your college applications through the guidance office and your job hunting at the placement office, the future is not your fault. That’s the refrain we hear often from frustrated job seekers, frustrated workers with stuck careers, and frustrated students in too much debt. 'I did what they told me to do and now I’m stuck and it’s not my fault.' What they’ve exchanged for that deniability is their dreams, their chance for greatness. To go off the path is to claim responsibility for what happens next.

From very early on, whenever I took a position in the markets, I wrote down the criteria I used to make my decision. Then, when I closed out a trade, I could reflect on how well these criteria had worked. It occurred to me that if I wrote those criteria into formulas (now more fashionably called algorithms) and then ran historical data through them, I could test how well my rules would have worked in the past. Here’s how it worked in practice: I would start out with my intuitions as I always did, but I would express them logically, as decision-making criteria, and capture them in a systematic way, creating a mental map of what I would do in each particular situation. Then I would run historical data through the systems to see how my decision would have performed in the past and, depending upon the results, modify the decision rules appropriately.

Another experiment, conducted by Pascual-Leone when he was a researcher at the National Institutes of Health, provides even more remarkable evidence of the way our patterns of thought affect the anatomy of our brains. Pascual-Leone recruited people who had no experience playing a piano, and he taught them how to play a simple melody consisting of a short series of notes. He then split the participants into two groups. He had the members of one group practice the melody on a keyboard for two hours a day over the next five days. he had the members of the other group sit in front of a keyboard for the same amount of time but only imagine playing the song--without ever touching the keys. Using a technique called transcranial magnetic stimulation, or TMS, Pascual-Leone mapped the brain activity of all the participants before, during, and after the test. he found that the people who had only imagined playing the notes exhibited precisely the same changes in their brains as those who had actually pressed the keys. Their brains had changed in response to actions that took place purely in their imaginations--in response, that is, to their thoughts. Descartes may have been wrong about dualism, but he appears to have been correct in believing that our thoughts can exert a physical influence on, or at least cause a physical reaction in, our brains. We become, neurologically, what we think. (p33)

When her father had left, gone off to chase after a dream of mapping hyperspace routes and living on the edges of Wild Space, Avon’s mother, Ghirra, had not said a word except to tell Avon that her father would not be joining them for dinner. Ever again.

This strange new test called PISA, which stood for the Program for International Student Assessment. Instead of a typical test question, which might ask which combination of coins you needed to buy something, PISA asked you to design your own coins, right there in the test booklet.

It turns out they have a lot in common. They are all independent thinkers who do not let anything or anyone stand in the way of achieving their audacious goals. They have very strong mental maps of how things should be done, and at the same time a willingness to test those mental maps in the world of reality and change the ways they do things to make them work better. They are extremely resilient, because their need to achieve what they envision is stronger than the pain they experience as they struggle to achieve it. Perhaps most interesting, they have a wider range of vision than most people, either because they have that vision themselves or because they know how to get it from others who can see what they can’t. All are able to see both big pictures and granular details (and levels in between) and synthesize the perspectives they gain at those different levels, whereas most people see just one or the other. They are simultaneously creative, systematic, and practical. They are assertive and open-minded at the same time. Above all, they are passionate about what they are doing, intolerant of people who work for them who aren’t excellent at what they do, and want to have a big, beneficial impact on the world.

There is the sailor sea and the commercial sea, the oil-well sea and the fishy sea. The sea that tests the land through sublunary power. The rise and fall of the harbour sea and the sea that exists to make maps look prettier. But the functional sea is not the final sea. There is that other sea simply itself.

I probably should say that this is what makes you a good traveler in my opinion, but deep down I really think this is just universal, incontrovertible truth. There is the right way to travel, and the wrong way. And if there is one philanthropic deed that can come from this book, maybe it will be that I teach a few more people how to do it right. So, in short, my list of what makes a good traveler, which I recommend you use when interviewing your next potential trip partner: 1. You are open. You say yes to whatever comes your way, whether it’s shots of a putrid-smelling yak-butter tea or an offer for an Albanian toe-licking. (How else are you going to get the volcano dust off?) You say yes because it is the only way to really experience another place, and let it change you. Which, in my opinion, is the mark of a great trip. 2. You venture to the places where the tourists aren’t, in addition to hitting the “must-sees.” If you are exclusively visiting places where busloads of Chinese are following a woman with a flag and a bullhorn, you’re not doing it. 3. You are easygoing about sleeping/eating/comfort issues. You don’t change rooms three times, you’ll take an overnight bus if you must, you can go without meat in India and without vegan soy gluten-free tempeh butter in Bolivia, and you can shut the hell up about it. 4. You are aware of your travel companions, and of not being contrary to their desires/​needs/​schedules more often than necessary. If you find that you want to do things differently than your companions, you happily tell them to go on without you in a way that does not sound like you’re saying, “This is a test.” 5. You can figure it out. How to read a map, how to order when you can’t read the menu, how to find a bathroom, or a train, or a castle. 6. You know what the trip is going to cost, and can afford it. If you can’t afford the trip, you don’t go. Conversely, if your travel companions can’t afford what you can afford, you are willing to slum it in the name of camaraderie. P.S.: Attractive single people almost exclusively stay at dumps. If you’re looking for them, don’t go posh. 7. You are aware of cultural differences, and go out of your way to blend. You don’t wear booty shorts to the Western Wall on Shabbat. You do hike your bathing suit up your booty on the beach in Brazil. Basically, just be aware to show the culturally correct amount of booty. 8. You behave yourself when dealing with local hotel clerks/​train operators/​tour guides etc. Whether it’s for selfish gain, helping the reputation of Americans traveling abroad, or simply the spreading of good vibes, you will make nice even when faced with cultural frustrations and repeated smug “not possible”s. This was an especially important trait for an American traveling during the George W. years, when the world collectively thought we were all either mentally disabled or bent on world destruction. (One anecdote from that dark time: in Greece, I came back to my table at a café to find that Emma had let a nearby [handsome] Greek stranger pick my camera up off our table. He had then stuck it down the front of his pants for a photo. After he snapped it, he handed the camera back to me and said, “Show that to George Bush.” Which was obviously extra funny because of the word bush.) 9. This last rule is the most important to me: you are able to go with the flow in a spontaneous, non-uptight way if you stumble into something amazing that will bump some plan off the day’s schedule. So you missed the freakin’ waterfall—you got invited to a Bahamian family’s post-Christening barbecue where you danced with three generations of locals in a backyard under flower-strewn balconies. You won. Shut the hell up about the waterfall. Sally

Run. Eat. Drink. Eat more. Don't throw up. Instead, take a piss. Then take a crap. Wipe your butt. Make a phone call. Open a door. Rid your bik. Ride in a car. Ride in a subway. Talk. Talk to people. Read. Read maps. Make maps. Make art. Talk about your art. Sell your art. Take a test. Get into a school. Celebrate. HAve a party. Write a thank-you note to someone. Hug your mom. Kiss your dad. Kiss your little sister. Make out with Noelle. Make out with her more. Touch her. HOld her hand. Take her out somewhere. Meet her friends. Run down a street with her. Take her on a picnic. Eat with her. See a movie with her. See a move with Aaron. Heck, see a movie with Nia, once you're cool with her. Get cool with more people.. Drink coffee in little coffee-drinking places. Tell people your story. Volunteer. Go back to Six North. Walk in as a volunteer and say hi to everyone who waited on you as a patient. Help people. Help people like Bobby. Get people books and music that they want when they're in there. Help people like Muqtada. Show them how to draw. Draw more. Try drawing a landscape. Try drawing a person. Try drawing a naked person. Try drawing Noelle naked. Travel. Fly. Swim. Meet. Love. Dance. Win. Smile. Laugh. Hold. Walk. Skip. Okay, it's gay, whatever, skip. Ski. Sled. Play basketball. Jog. Run. Run. Run. Run home. Run home and enjoy. Enjoy. Take these verbs and enjoy them. They're yours, Craig. You deserved them because you chose them. You could have left the all behind but you chose to stay here. So now live for real, Craig. Live. Live. Live. Live. Live.

Cab drivers use spatial maps for a living, and one renowned study showed enlargement of that part of the hippocampus in London taxi drivers. Moreover, a follow-up study imaged the hippocampus in people before and after the grueling multiyear process of working and studying for the London cabbie license test (called the toughest test in the world by the New York Times). The hippocampus enlarged over the course of the process—in those who passed the test.27

...he had also acquired a peculiar academic quirk. During exams, he knew all the answers but wasn’t able to successfully map his answers to the right questions. So as soon as an exam started, he simply started putting his answers in the order in which he remembered them. Every time he moved to a new class, his parents made the new teachers aware of this snag. The teachers acknowledged it and reassured the parents that they’d match his answers against the appropriate questions.

Know your territory was the first rule that had been drilled into her...and the first thing she'd done after establishing herself in Karrde's organization had been to do precisely that. She'd studied the aeriel maps of the forest and surrounding territory; had taken long walks, in both daylight and at night, to familiarize herself with the sights and sounds; had sought out and killed several vornskrs and other predators to learn the fastest ways of taking them down; had even talked one of Karrde's people into running bio tests on a crateload of native plants to find out which were edible and which weren't. Outside the forest, she knew something about the settlers, understood the local politics, and had stashed a small but adequate part of her earnings out where she could get hold of it. [p] More than anyone in Karrde's organization, she was equipped to survive outside the confines of his encampment. So why was she trying so hard to get back there?" - Heir to the Empire p 270-271 re: Mara Jade

Everyone has their own life map. Yes, I think that the larger purpose is the same for everyone, but the road to it is different and unique to each specific individual. Everyone is unique, so is everyone’s life unique. We all have unique actions, so we have unique karma, specific to our life. It’s like in school; you have a test, there are several versions of the test, but the highest score is the same. Imagine life is also a test, but every single person has a specific version, specific to their unique life.

their similarities and differences. It turns out they have a lot in common. They are all independent thinkers who do not let anything or anyone stand in the way of achieving their audacious goals. They have very strong mental maps of how things should be done, and at the same time a willingness to test those mental maps in the world of reality and change the ways they do things to make them work better. They are extremely resilient, because their need to achieve what they envision is stronger than the pain they experience as they struggle

model’s blind spots reflect the judgments and priorities of its creators. While the choices in Google Maps and avionics software appear cut and dried, others are far more problematic. The value-added model in Washington, D.C., schools, to return to that example, evaluates teachers largely on the basis of students’ test scores, while ignoring how much the teachers engage the students, work on specific skills, deal with classroom management, or help students with personal and family problems. It’s overly simple, sacrificing accuracy and insight for efficiency.

Metalearning: First Draw a Map. Start by learning how to learn the subject or skill you want to tackle. Discover how to do good research and how to draw on your past competencies to learn new skills more easily. Focus: Sharpen Your Knife. Cultivate the ability to concentrate. Carve out chunks of time when you can focus on learning, and make it easy to just do it. Directness: Go Straight Ahead. Learn by doing the thing you want to become good at. Don’t trade it off for other tasks, just because those are more convenient or comfortable. Drill: Attack Your Weakest Point. Be ruthless in improving your weakest points. Break down complex skills into small parts; then master those parts and build them back together again. Retrieval: Test to Learn. Testing isn’t simply a way of assessing knowledge but a way of creating it. Test yourself before you feel confident, and push yourself to actively recall information rather than passively review it. Feedback: Don’t Dodge the Punches. Feedback is harsh and uncomfortable. Know how to use it without letting your ego get in the way. Extract the signal from the noise, so you know what to pay attention to and what to ignore. Retention: Don’t Fill a Leaky Bucket. Understand what you forget and why. Learn to remember things not just for now but forever. Intuition: Dig Deep Before Building Up. Develop your intuition through play and exploration of concepts and skills. Understand how understanding works, and don’t recourse to cheap tricks of memorization to avoid deeply knowing things. Experimentation: Explore Outside Your Comfort Zone. All of these principles are only starting points. True mastery comes not just from following the path trodden by others but from exploring possibilities they haven’t yet imagined.

Early risers strolling along the Thames would see the toshers wading through the muck of low tide, dressed almost comically in flowing velveteen coats, their oversized pockets filled with stray bits of copper recovered from the water’s edge. The toshers walked with a lantern strapped to their chest to help them see in the predawn gloom, and carried an eight-foot-long pole that they used to test the ground in front of them, and to pull themselves out when they stumbled into a quagmire. The pole and the eerie glow of the lantern through the robes gave them the look of ragged wizards, scouring the foul river’s edge for magic coins.

I am here because you vivisected my ancestral country in two. In 1945, two fumbling mid-ranking American officers who knew nothing about the country used a National Geographic map as reference to arbitrarily cut a border to make North and South Korea, a division that eventually separated millions of families, including my own grandmother from her family. Later, under the flag of liberation, the United States dropped more bombs and napalm in our tiny country than during the entire Pacific campaign against Japan during World War II. A fascinating little-known fact about the Korean War is that an American surgeon, David Ralph Millard, stationed there to treat burn victims, invented a double-eyelid surgical procedure to make Asian eyes look Western, which he ended up testing on Korean sex workers so they could be more attractive to GIs. Now, it’s the most popular surgical procedure for women in South Korea. My ancestral country is just one small example of the millions of lives and resources you have sucked from the Philippines, Cambodia, Honduras, Mexico, Iraq, Afghanistan, Nigeria, El Salvador, and many, many other nations through your forever wars and transnational capitalism that have mostly enriched shareholders in the States. Don’t talk to me about gratitude.

It occurred to me that if I wrote those criteria into formulas (now more fashionably called algorithms) and then ran historical data through them, I could test how well my rules would have worked in the past. Here’s how it worked in practice: I would start out with my intuitions as I always did, but I would express them logically, as decision-making criteria, and capture them in a systematic way, creating a mental map of what I would do in each particular situation. Then I would run historical data through the systems to see how my decision would have performed in the past and, depending upon the results, modify the decision rules appropriately.

Thought Control * Require members to internalize the group’s doctrine as truth * Adopt the group’s “map of reality” as reality * Instill black and white thinking * Decide between good versus evil * Organize people into us versus them (insiders versus outsiders) * Change a person’s name and identity * Use loaded language and clichés to constrict knowledge, stop critical thoughts, and reduce complexities into platitudinous buzzwords * Encourage only “good and proper” thoughts * Use hypnotic techniques to alter mental states, undermine critical thinking, and even to age-regress the member to childhood states * Manipulate memories to create false ones * Teach thought stopping techniques that shut down reality testing by stopping negative thoughts and allowing only positive thoughts. These techniques include: * Denial, rationalization, justification, wishful thinking * Chanting * Meditating * Praying * Speaking in tongues * Singing or humming * Reject rational analysis, critical thinking, constructive criticism * Forbid critical questions about leader, doctrine, or policy * Label alternative belief systems as illegitimate, evil, or not useful * Instill new “map of reality” Emotional Control * Manipulate and narrow the range of feelings—some emotions and/or needs are deemed as evil, wrong, or selfish * Teach emotion stopping techniques to block feelings of hopelessness, anger, or doubt * Make the person feel that problems are always their own fault, never the leader’s or the group’s fault * Promote feelings of guilt or unworthiness, such as: * Identity guilt * You are not living up to your potential * Your family is deficient * Your past is suspect * Your affiliations are unwise * Your thoughts, feelings, actions are irrelevant or selfish * Social guilt * Historical guilt * Instill fear, such as fear of: * Thinking independently * The outside world * Enemies * Losing one’s salvation * Leaving * Orchestrate emotional highs and lows through love bombing and by offering praise one moment, and then declaring a person is a horrible sinner * Ritualistic and sometimes public confession of sins * Phobia indoctrination: inculcate irrational fears about leaving the group or questioning the leader’s authority * No happiness or fulfillment possible outside the group * Terrible consequences if you leave: hell, demon possession, incurable diseases, accidents, suicide, insanity, 10,000 reincarnations, etc. * Shun those who leave and inspire fear of being rejected by friends and family * Never a legitimate reason to leave; those who leave are weak, undisciplined, unspiritual, worldly, brainwashed by family or counselor, or seduced by money, sex, or rock and roll * Threaten harm to ex-member and family (threats of cutting off friends/family)

[...] He also used his medical practice as a source of experimental data, but was not above using himself as a test subject. There is something so wonderful - and more than a little ironic - in this image of Snow the teetotaler, arguably the finest medical mind of his generation, performing his research. He sits alone in his cluttered flat, frogs croaking around him, illuminated only by candlelight. After a few minutes tinkering with his latest experimental inhaler, he fastens the mouthpiece over his face and releases the gas. Within seconds, his head hits the desk. Then, minutes later, he wakes, consults his watch through blurred vision. He reaches for his pen, and starts recording the data.

There’s a story that comes from the tradition of the Desert Fathers, an order of Christian monks who lived in the wastelands of Egypt about seventeen hundred years ago. In the tale, a couple of monks named Theodore and Lucius shared the acute desire to go out and see the world. Since they’d made vows of contemplation, however, this was not something they were allowed to do. So, to satiate their wanderlust, Theodore and Lucius learned to “mock their temptations” by relegating their travels to the future. When the summertime came, they said to each other, “We will leave in the winter.” When the winter came, they said, “We will leave in the summer.” They went on like this for over fifty years, never once leaving the monastery or breaking their vows. Most of us, of course, have never taken such vows—but we choose to live like monks anyway, rooting ourselves to a home or a career and using the future as a kind of phony ritual that justifies the present. In this way, we end up spending (as Thoreau put it) “the best part of one’s life earning money in order to enjoy a questionable liberty during the least valuable part of it.” We’d love to drop all and explore the world outside, we tell ourselves, but the time never seems right. Thus, given an unlimited amount of choices, we make none. Settling into our lives, we get so obsessed with holding on to our domestic certainties that we forget why we desired them in the first place. Vagabonding is about gaining the courage to loosen your grip on the so-called certainties of this world. Vagabonding is about refusing to exile travel to some other, seemingly more appropriate, time of your life. Vagabonding is about taking control of your circumstances instead of passively waiting for them to decide your fate. Thus, the question of how and when to start vagabonding is not really a question at all. Vagabonding starts now. Even if the practical reality of travel is still months or years away, vagabonding begins the moment you stop making excuses, start saving money, and begin to look at maps with the narcotic tingle of possibility. From here, the reality of vagabonding comes into sharper focus as you adjust your worldview and begin to embrace the exhilarating uncertainty that true travel promises. In this way, vagabonding is not a merely a ritual of getting immunizations and packing suitcases. Rather, it’s the ongoing practice of looking and learning, of facing fears and altering habits, of cultivating a new fascination with people and places. This attitude is not something you can pick up at the airport counter with your boarding pass; it’s a process that starts at home. It’s a process by which you first test the waters that will pull you to wonderful new places.

Wider lanes were, obviously, safer than narrower ones. Only they’re not. This time, the problem with the cost-benefit equation wasn’t a faulty premise, but the data itself. In order to test the wider-lanes-are-safer-lanes hypothesis, I studied every crash that occurred on the bridge over a three-year period and marked each one on a map. If that notion had been true, I reasoned, more crashes would have occurred where the lanes were narrowest, that is, at the towers. Just the opposite turned out to be the case. The towers, it turned out, were the safest places on the entire bridge; my explanation is that when lanes get very narrow motorists drive more carefully. Even though every traffic engineer in the country had been taught the gospel of wider lanes, the opposite appeared to be true: “grossly substandard lanes seemed to be the safest of all.” This was the traffic engineering equivalent of saying the Earth was round when the masses knew it was flat. Still, most engineers do not accept this fact.

45. No Plan Survives First Contact With The Enemy No matter how well you have prepared for something in advance - whether it’s an expedition, an exam, a marriage or a race - when you find yourself in the thick of the action, however good your plan, things happen. Adventure is unpredictable, and you had better learn to be flexible and to swing with the punches, or you will get beaten - it’s as simple as that. Mike Tyson famously once said: ‘Everyone has a plan…until they get punched in the face!’ If the adventure is an exciting one, you can bet your bottom dollar you will get hit by the occasional punch in the face. So prepare for the unexpected, and remember that forewarned is forearmed. Knowing that things will and do go wrong in the heat of battle is actually half the battle. It means that when it happens you are ready for it - you can react fast, stay nimble and you can survive the barrage. We used to say in the military that when things took a turn for the worse you have to ‘improvise, adapt and overcome.’ IAO. It is a good one to remember. It gives us a road map to deal with the unexpected. Being caught out, being caught off guard often makes people freeze - it is a human reaction to shock. But freezing can cost you the edge. So learn to anticipate the unexpected, and when it happens, smile to yourself and treat it as a solid marker that you are doing something right on your road to success. If nothing ever goes wrong then you haven’t been ambitious enough! I also like to say that the real adventure begins in earnest when things go a little bit wrong. It is only then that you get to pit yourself against the worst the wild has to throw at you. When all is going to plan, with all the kit working perfectly and the weather benign, then it isn’t really a test of character. It is easy to be the hero when all is going your way. But when it all goes wrong and life feels like a battle, it is then that we can see what sort of people we have around us. It is only through the hardships that our character becomes forged. Without struggle there can be no growth - physically or emotionally. So embrace the unexpected, feed off it, train yourself to be a master of the curve ball, and you will have built yourself another solid ‘character’ rung on the ladder to success.

What are these substances? Medicines or drugs or sacramental foods? It is easier to say what they are not. They are not narcotics, nor intoxicants, nor energizers, nor anaesthetics, nor tranquilizers. They are, rather, biochemical keys which unlock experiences shatteringly new to most Westerners. For the last two years, staff members of the Center for Research in Personality at Harvard University have engaged in systematic experiments with these substances. Our first inquiry into the biochemical expansion of consciousness has been a study of the reactions of Americans in a supportive, comfortable naturalistic setting. We have had the opportunity of participating in over one thousand individual administrations. From our observations, from interviews and reports, from analysis of questionnaire data, and from pre- and postexperimental differences in personality test results, certain conclusions have emerged. (1) These substances do alter consciousness. There is no dispute on this score. (2) It is meaningless to talk more specifically about the “effect of the drug.” Set and setting, expectation, and atmosphere account for all specificity of reaction. There is no “drug reaction” but always setting-plus-drug. (3) In talking about potentialities it is useful to consider not just the setting-plus-drug but rather the potentialities of the human cortex to create images and experiences far beyond the narrow limitations of words and concepts. Those of us on this research project spend a good share of our working hours listening to people talk about the effect and use of consciousness-altering drugs. If we substitute the words human cortex for drug we can then agree with any statement made about the potentialities—for good or evil, for helping or hurting, for loving or fearing. Potentialities of the cortex, not of the drug. The drug is just an instrument. In analyzing and interpreting the results of our studies we looked first to the conventional models of modern psychology—psychoanalytic, behavioristic—and found these concepts quite inadequate to map the richness and breadth of expanded consciousness. To understand our findings we have finally been forced back on a language and point of view quite alien to us who are trained in the traditions of mechanistic objective psychology. We have had to return again and again to the nondualistic conceptions of Eastern philosophy, a theory of mind made more explicit and familiar in our Western world by Bergson, Aldous Huxley, and Alan Watts. In the first part of this book Mr. Watts presents with beautiful clarity this theory of consciousness, which we have seen confirmed in the accounts of our research subjects—philosophers, unlettered convicts, housewives, intellectuals, alcoholics. The leap across entangling thickets of the verbal, to identify with the totality of the experienced, is a phenomenon reported over and over by these persons.

Decouplers often trip up on this step in two ways. First, they are overly generic in articulating the CVC. When mapping the process of buying a car, auto executives tend to describe it as: feel the need to buy car > become aware of a car brand > develop an interest in the brand > visit the dealer > purchase the car. This is a start, but it is not specific enough. Decouplers must ask: When do people actually need a new car? How exactly do people become aware of car brands? How do people become interested in a make or model? And so on. The generic process of awareness, interest, desire, and purchase isn’t specific enough to help. Decouplers also flounder by failing to identify all the relevant stages in the value chain. For the car-buying process, a better description of the CVC might be: become aware that your car lease will expire in one month > feel the need to purchase a new car > develop a heightened interest in car ads > visit car manufacturers’ websites > create a set of two or three brands of interest > visit third-party auto websites > compare options of cars in the same category > choose a model > shop online for the best price > visit the nearest dealer to see if they have the model in stock > see if they can beat the best online price > test-drive the cars > decide about financing, warranty, and other add-ons > negotiate a final price > sign the contract > pick up the car > use it > wait for the lease to expire again. With this far more detailed CVC, we can fully appreciate the complexity of the car-buying

Could it be that we lose some of the visual functions that we inherited from our evolution as we learn to read? Or, at the very least, are these functions massively reorganized? This counterintuitive prediction is precisely what my colleagues and I tested in a series of experiments. To draw a complete map of the brain regions that are changed by literacy, we scanned illiterate adults in Portugal and Brazil, and we compared them to people from the same villages who had had the good fortune of learning to read in school, either as children or adults.41 Unsurprisingly perhaps, the results revealed that, with reading acquisition, an extensive map of areas had become responsive to written words (see figure 14 in the color insert). Flash a sentence, word by word, to an illiterate individual, and you will find that their brain does not respond much: activity spreads to early visual areas, but it stops there, because the letters cannot be recognized. Present the same sequence of written words to an adult who has learned to read, and a much more extended cortical circuit now lights up, in direct proportion to the person’s reading score. The areas activated include the letter box area, in the left occipitotemporal cortex, as well as all the classical language regions associated with language comprehension. Even the earliest visual areas increase their response: with reading acquisition, they seem to become attuned to the recognition of small print.42 The more fluent a person is, the more these regions are activated by written words, and the more they strengthen their links: as reading becomes increasingly automatic, the translation of letters into sounds speeds up.

I couldn’t feel guilty any longer for misdeeds committed by another incarnation. I wouldn’t. “I’m sorry for your past, Aric. I wish it had been different. I wish I had been. But I refuse to keep paying for what I did in past games.”“Do you, then?” “In our first meeting, you skewered me with your sword. In other words: you started it. You didn’t ask me to marry you, just ordered it. I played the hand I was dealt.” “I take your point.” “Let’s begin anew, Empress.” (He expects her to ‘forgive/forget’ for him but not Jack?) “The mortal can’t provide for you like I can. I offer you a home. Defensive, I said, “Jack plans to rebuild Haven House for me.” Anger flashed across Aric’s face. He schooled his reactions as quickly as he did everything else, leaving his emotions to seethe beneath the surface. “If you desire something, all you have to do is tell me. It will shortly be yours. You’ll see soon enough.” (Bribery for her to favor him?) What if Aric could straight-up end the game? Blow up the machine? “Deveaux will never understand you as I do. As only another Arcana can.” “Maybe not. But we have other ties.” I thought of the ribbon he’d kept all this time, the one now in my pocket. “As do we. We are wed.” (after Aric ordered her to do so.) “I think of you as mine. “When I recognized that you weren’t over your infatuation with the mortal, I might have been . . . testing you.” He’d tested me the other night as well! “What if I’d surrendered?” “Testing me doesn’t excuse what you did. Coercion is not cool.” “Then teach me what is! “I don’t think something like that can be taught. It’s part of your makeup, part of who you are.” “Aric, selfless acts might be beyond you. And even sex with you would come with strings. What if I hadn’t realized you were minus one condom?” The memory stoked my fury. “You were about to trick me—to betray me.” “You had my entire future mapped out—with me knocked up—and you never mentioned it to me.” (keeping secrets). “It’s been this way between husbands and wives for thousands of years. At the time, I thought if we were so blessed, then all the better.” Because his concepts about marriages and families were from a different epoch.

In this study and others like it, guesswork about a peculiar black predisposition toward unhealthy births imports an old notion about sickle cell disease “afflicting the black race.”25 Whenever I give a talk on this topic, there is inevitably someone in the audience who invokes the mantra that sickle cell anemia is a black genetic disease and therefore proves that race is a genetic category. This misconception was first popularized in the early twentieth century by hematology experts who believed the capacity to develop sickled cells was uniquely inherent in “Negro blood.”26 Stereotypes about black resistance to malaria and susceptibility to sickle cell justified sending black workers to malaria-infested regions in the first part of the century and later led to discriminatory government, employer, and insurance-testing programs in the 1970s.27 The error is easily exposed by looking at two world maps, one highlighting the regions around the globe where malaria is prevalent, the other highlighting areas where sickle cell disease is present. The maps mirror each other perfectly. By comparing them, it is plain to see that malaria and sickle cell aren’t restricted to Africa and that much of Africa is unaffected. High frequencies of the trait also occur in parts of Europe, Oceania, India, and the Middle East, all places where there is malaria. In fact, people in the town of Orchomenos in central Greece have double the rate of sickle cell disease reported among African Americans.28 If frequency of the sickle cell gene determined racial boundaries, it certainly would not prove there is a black race. Instead, as Jared Diamond pointed out in the November 1994 issue of Discover , if we grouped together people by the presence or absence of the sickle cell gene, “we’d place Yemenites, Greeks, New Guineans, Thai, and Dinkas in one ‘race,’ Norwegians and several black African peoples in another.”29 It would be more accurate to call the groups with the sickle cell gene the “antimosquito race.” Of course, that would be a silly way of grouping people, except for studying the sickle cell gene. But “black race” is an equally silly way of grouping people for identifying genetic contributions to disease.

As Graedon scrutinized the FDA’s standards for bioequivalence and the data that companies had to submit, he found that generics were much less equivalent than commonly assumed. The FDA’s statistical formula that defined bioequivalence as a range—a generic drug’s concentration in the blood could not fall below 80 percent or rise above 125 percent of the brand name’s concentration, using a 90 percent confidence interval—still allowed for a potential outside range of 45 percent among generics labeled as being the same. Patients getting switched from one generic to another might be on the low end one day, the high end the next. The FDA allowed drug companies to use different additional ingredients, known as excipients, that could be of lower quality. Those differences could affect a drug’s bioavailability, the amount of drug potentially absorbed into the bloodstream. But there was another problem that really drew Graedon’s attention. Generic drug companies submitted the results of patients’ blood tests in the form of bioequivalence curves. The graphs consisted of a vertical axis called Cmax, which mapped the maximum concentration of drug in the blood, and a horizontal axis called Tmax, the time to maximum concentration. The resulting curve looked like an upside-down U. The FDA was using the highest point on that curve, peak drug concentration, to assess the rate of absorption into the blood. But peak drug concentration, the point at which the blood had absorbed the largest amount of drug, was a single number at one point in time. The FDA was using that point as a stand-in for “rate of absorption.” So long as the generic hit a similar peak of drug concentration in the blood as the brand name, it could be deemed bioequivalent, even if the two curves reflecting the time to that peak looked totally different. Two different curves indicated two entirely different experiences in the body, Graedon realized. The measurement of time to maximum concentration, the horizontal axis, was crucial for time-release drugs, which had not been widely available when the FDA first created its bioequivalence standard in 1992. That standard had not been meaningfully updated since then. “The time to Tmax can vary all over the place and they don’t give a damn,” Graedon emailed a reporter. That “seems pretty bizarre to us.” Though the FDA asserted that it wouldn’t approve generics with “clinically significant” differences in release rates, the agency didn’t disclose data filed by the companies, so it was impossible to know how dramatic the differences were.

The radial patterning of Protestantism allows us to use a county’s proximity to Wittenberg to isolate—in a statistical sense—that part of the variation in Protestantism that we know is due to a county’s proximity to Wittenberg and not to greater literacy or other factors. In a sense, we can think of this as an experiment in which different counties were experimentally assigned different dosages of Protestantism to test for its effects. Distance from Wittenberg allows us to figure out how big that experimental dosage was. Then, we can see if this “assigned” dosage of Protestantism is still associated with greater literacy and more schools. If it is, we can infer from this natural experiment that Protestantism did indeed cause greater literacy.16 The results of this statistical razzle-dazzle are striking. Not only do Prussian counties closer to Wittenberg have higher shares of Protestants, but those additional Protestants are associated with greater literacy and more schools. This indicates that the wave of Protestantism created by the Reformation raised literacy and schooling rates in its wake. Despite Prussia’s having a high average literacy rate in 1871, counties made up entirely of Protestants had literacy rates nearly 20 percentile points higher than those that were all Catholic.18 FIGURE P.2. The percentage of Protestants in Prussian counties in 1871.17 The map highlights some German cities, including the epicenter of the Reformation, Wittenberg, and Mainz, the charter town where Johannes Gutenberg produced his eponymous printing press. These same patterns can be spotted elsewhere in 19th-century Europe—and today—in missionized regions around the globe. In 19th-century Switzerland, other aftershocks of the Reformation have been detected in a battery of cognitive tests given to Swiss army recruits. Young men from all-Protestant districts were not only 11 percentile points more likely to be “high performers” on reading tests compared to those from all-Catholic districts, but this advantage bled over into their scores in math, history, and writing. These relationships hold even when a district’s population density, fertility, and economic complexity are kept constant. As in Prussia, the closer a community was to one of the two epicenters of the Swiss Reformation—Zurich or Geneva—the more Protestants it had in the 19th century. Notably, proximity to other Swiss cities, such as Bern and Basel, doesn’t reveal this relationship. As is the case in Prussia, this setup allows us to finger Protestantism as driving the spread of greater literacy as well as the smaller improvements in writing and math abilities.

You have unfairly tasked me with three very difficult questions. I was very interested in your comments about Christ’s atheism on the cross. That final moment of atheism, that’s something I have never thought about in that way. It’s a very interesting thought because what it really ….it’s an unbelievably merciful idea in some sense. That the burden of life is so unbearable and you see in the Christian passion, of course, torture, unfair judgement by society, betrayal by friends and then a low death. That’s about …as bad as it gets. Right? Which is why it is an archetypal story. It’s about as bad as it gets. And the story that you describe points out that it’s so bad that even God himself might despair about the essential quality of being. Right? Right. So that is merciful in some sense because it does say that there is something that’s built into the fabric of existence, that tests us so severely in our faith about being itself that even God himself falls prey to the temptation to doubt. So that’s…ok now… There is a very large critical literature that suggests that if you want to develop optimal resilience, what you do is lay out a pathway towards somewhere better, someone comes in, they have a problem, you try to figure out what the problem is and then you try to figure out what might constitute a solution. So you have a map. And it’s a tentative map of how you get from where things aren’t so good to where they are better. And then you have the person go out in the world and confront those things that they are avoiding, that are stopping them from moving to that higher place. And there’s an archetypal reality to that, you’re in a fallen state, you are attempting to redeem yourself and there is a process by which that has to occur. And that process involves voluntary confrontation with what you’re afraid of, disgusted by and inclined to avoid. And that’s works. Every psychological school agrees upon that exposure therapy, psychoanalysts expose you to the tragedies of your past, and redeem you in that manner, the behaviourists expose you to the terrors of the present and redeem you in that manner, but there is a broad agreement between psychological schools that that works. My sense is that we are called upon as individuals precisely to do that in our life. We are faced by this unbearable reality, that you made reference to when you talked about the situation on the cross, life itself is fundamentally - and this is a pessimism that we might share - it’s fundamentally suffering and malevolence. But this is I think where we differ, I believe that the evidence suggests that the light that you discover in your life is proportionate to the amount of darkness that you are willing to forthrightly confront and that there is no necessarily upper limit to that. So I think that the good that people are capable of it’s a higher good than the evil that people are capable of. And believe me that I do not say that lightly, given that I know about the evil that people are capable of. And I believe that the central psychological message of the biblical corpus fundamentally it’s that. That’s why it culminates in some sense with the idea that it is necessary to confront the devil and to accept the unjustness of your tortured mortality. If you can do that, and that’s a challenge sufficient to challenge even God himself, you have the best chance of transcending it, and living the kind of life that would set your house in order and everyone’s house in order at the same time. And I think that’s true even in states like North Korea...

No Some Yes G. Overall Performance Objective Is the performance objective: ___ ___ ___ 1. Clear (you/others can construct an assessment to test learners)? ___ ___ ___ 2. Feasible in the learning and performance contexts (time, resources, etc)? ___ ___ ___ 3. Meaningful in relation to goal and purpose for instruction (not insignificant)? H. (Other) ___ ___ ___ 1. Your complete list of performance objectives becomes the foundation for the next phase of the design process, developing criterion-referenced test items for each objective. The required information and procedures are described in Chapter 7. Judge the completeness of given performance objectives. Read each of the following objectives and judge whether it includes conditions, behaviors, and a criterion. If any element is missing, choose the part(s) omitted. 1. Given a list of activities carried on by the early settlers of North America, understand what goods they produced, what product resources they used, and what trading they did. a. important conditions and criterion b. observable behavior and important conditions c. observable behavior and criterion d. nothing 2. Given a mimeographed list of states and capitals, match at least 35 of the 50 states with their capitals without the use of maps, charts, or lists. a. observable response b. important conditions c. criterion performance d. nothing 3. During daily business transactions with customers, know company policies for delivering friendly, courteous service. a. observable behavior b. important conditions c. criterion performance d. a and b e. a and c 4. Students will be able to play the piano. a. important conditions b. important conditions and criterion performance c. observable behavior and criterion performance d. nothing 5. Given daily access to music in the office, choose to listen to classical music at least half the time. a. important conditions b. observable behavior c. criterion performance d. nothing Convert instructional goals and subordinate skills into terminal and subordinate objectives. It is important to remember that objectives are derived from the instructional goal and subordinate skills analyses. The following instructional goal and subordinate skills were taken from the writing composition goal in Appendix E. Demonstrate conversion of the goal and subordinate skills in the goal analysis by doing the following: 6. Create a terminal objective from the instructional goal: In written composition, (1) use a variety of sentence types and accompanying punctuation based on the purpose and mood of the sentence, and (2) use a variety of sentence types and accompanying punctuation based on the complexity or structure of the sentence. 7. Write performance objectives for the following subordinate skills: 5.6 State the purpose of a declarative sentence: to convey information 5.7 Classify a complete sentence as a declarative sentence 5.11 Write declarative sentences with correct closing punctuation. Evaluate performance objectives. Use the rubric as an aid to developing and evaluating your own objectives. 8. Indicate your perceptions of the quality of your objectives by inserting the number of the objective in either the Yes or No column of the checklist to reflect your judgment. Examine those objectives receiving No ratings and plan ways the objectives should be revised. Based on your analysis, revise your objectives to correct ambiguities and omissions. P

Here’s what I would say is the issue he is trying to address. Often in churches, we try to get people to affirm the right beliefs, the right points of view. The real test of what I actually believe is “Does it guide what I do?” For example, if I am up on a skyscraper, I would never step off, because I believe in gravity. I don’t have to force myself to believe in gravity. I don’t have to hype myself. I just believe in gravity. So I won’t step off that roof unless I am trying to hurt myself. My actions are always a result of my intentions and my perceptions of how things are. Sometimes in churches we work to get people to affirm stuff, even though they don’t believe in it like they believe in gravity. So somebody will say, “I believe that the Bible is the inspired, authoritative Word of God.” But the Bible says it is more blessed to give than to receive, yet they are not giving. So, do they really believe that the Bible is the authoritative, inspired Word of God? Well, at one level, they think they do, but the most important level of belief is their mental map of reality. What are those perceptions that actually guide how we live, what we do? Because that is simply how reality looks to us. What we want to do is not simply teach doctrine and get people to affirm it. We want to help people have the same mental map that Jesus had of how things are.

Your course to get from point A to point B might not be linear, so cast a wide net, be all over the map, and expect your destination to change.

You can't wait for the fancy invitation, the golden door with a neon sign that says, YOUR LIFE THIS WAY, or the giant X on the treasure map. You'll be waiting for eternity. You have to choose your own adventure, take the trip, enroll in the class, say "yes" when you are afraid. You are the X on the map.

The more aware we are of our basic paradigms, maps, or assumptions, and the extent to which we have been influenced by our experience, the more we can take responsibility for those paradigms, examine them, test them against reality, listen to

On Monday, you’ll map out the problem and pick an important place to focus. On Tuesday, you’ll sketch competing solutions on paper. On Wednesday, you’ll make difficult decisions and turn your ideas into a testable hypothesis. On Thursday, you’ll hammer out a realistic prototype. And on Friday, you’ll test it with real live humans.

A new happiness had settled over him and he seemed relieved. She wondered if he’d been testing himself: how long until she trusted him, would she ever? A king must inspire trust. And for her, a miracle too: she’d chosen this, or felt like she had. He needed her. To keep him calm. To map out every one of a thousand horrible deaths that might befall him in the coming months or years. He was afraid of his destiny, chokingly, overwhelmingly afraid, and suddenly it didn’t matter whether he believed in magic or she did or if it was real or if her mother was right and they were all just fools walking in a pointless, bloody parade toward the end of time. Her eyes were open. She could run or not, she could love him or not, she could miss her brother or hate him forever. It was all going to hurt.

Beginning in the early 1960's, history began to rhyme once again when the Department of Energy and the military began setting off nuclear weapons in the desert. Mushroom clouds lit the skies, and fallout fell like snow. The explosions were called tests, but were nonetheless full-fledged dress rehearsals for Armageddon, perhaps more. Among the desert's longtime residents, the difference between "nuclear testing" and "nuclear war" was far from self-evident.

What has been his cause for searching the heavens day and night, for testing the limit of his reach hour by hour like a man trapped inside an expanding balloon? The reasons were as various as the days they consumed: to grasp the workings of the universe, to find something more beyond earth's fretful compass, to put his name to a discovery and secure fame's immortality, to be able to point to a map and proclaim simply: here I am.

What has been his cause for searching the heavens day and night, for testing the limit of his reach hour by hour like a man trapped inside an expanding balloon? The reasons were as various as the days they consumed: to grasp the workings of the universe, to find something more beyond earth’s fretful compass, to put his name to a discovery and secure fame’s immortality, to be able to point to a map and proclaim simply: here I am.

Cognitive scientists recognize two types of rationality: instrumental and epistemic. The simplest definition of instrumental rationality-the one that emphasizes most that it is grounded in the practical world-is: Behaving in the world so that you get exactly what you most want, given the resources (physical and mental) available to you. Somewhat more technically, we could characterize instrumental rationality as the optimization of the individual's goal fulfillment. Economists and cognitive scientists have refined the notion of optimization of goal fulfillment into the technical notion of expected utility. The model of rational judgment used by decision scientists is one in which a person chooses options based on which option has the largest expected utility.' One discovery of modern decision science is that if people's preferences follow certain patterns (the so-called axioms of choice) then they are behaving as if they are maximizing utility-they are acting to get what they most want. This is what makes people's degrees of rationality measurable by the experimental methods of cognitive science. The deviation from the optimal choice pattern is an (inverse) measure of the degree of rationality. The other aspect of rationality studied by cognitive scientists is termed epistemic rationality. This aspect of rationality concerns how well beliefs map onto the actual structure of the world.' The two types of rationality are related. Importantly, a critical aspect of beliefs that enter into instrumental calculations (that is, tacit calculations) is the probabilities of states of affairs in the world.

map out all the activities in that group’s typical customer value chain. Decouplers often trip up on this step in two ways. First, they are overly generic in articulating the CVC. When mapping the process of buying a car, auto executives tend to describe it as: feel the need to buy car > become aware of a car brand > develop an interest in the brand > visit the dealer > purchase the car. This is a start, but it is not specific enough. Decouplers must ask: When do people actually need a new car? How exactly do people become aware of car brands? How do people become interested in a make or model? And so on. The generic process of awareness, interest, desire, and purchase isn’t specific enough to help. Decouplers also flounder by failing to identify all the relevant stages in the value chain. For the car-buying process, a better description of the CVC might be: become aware that your car lease will expire in one month > feel the need to purchase a new car > develop a heightened interest in car ads > visit car manufacturers’ websites > create a set of two or three brands of interest > visit third-party auto websites > compare options of cars in the same category > choose a model > shop online for the best price > visit the nearest dealer to see if they have the model in stock > see if they can beat the best online price > test-drive the cars > decide about financing, warranty, and other add-ons > negotiate a final price > sign the contract > pick up the car > use it > wait for the lease to expire again. With this far more detailed CVC, we can fully appreciate the complexity of the car-buying

Marriage is like going on a road trip with the person you want to spend the rest of your life with, except you have no map or fancy GPS system to help you out. You might not always agree on what music to play or which direction you should go. I can guarantee there will be moments you want to rip your hair out—or each other’s. Just like there will be times that test you, where you think that maybe things would be easier if you hitch a ride with someone else. The point is, life is going to throw a lot of things at you. Stuff like flat tires, dead ends, and mechanical issues. But you can either ...more

Hope is a function of struggle—we develop hope not during the easy or comfortable times, but through adversity and discomfort. Hope is forged when our goals, pathways, and agency are tested and when change is actually possible.

The way circus elephants are trained demonstrates this dynamic well: When young, they are attached by heavy chains to large stakes driven deep into the ground. They pull and yank and strain and struggle, but the chain is too strong, the stake too rooted. One day they give up, having learned that they cannot pull free, and from that day forward they can be “chained” with a slender rope. When this enormous animal feels any resistance, though it has the strength to pull the whole circus tent over, it stops trying. Because it believes it cannot, it cannot. “You’ll never amount to anything;” “You can’t sing;” “You’re not smart enough;” “Without money, you’re nothing;” “Who’d want you?;” “You’re just a loser;” “You should have more realistic goals;” “You’re the reason our marriage broke up;” “Without you kids I’d have had a chance;” “You’re worthless”—this opera is being sung in homes all over America right now, the stakes driven into the ground, the heavy chains attached, the children reaching the point they believe they cannot pull free. And at that point, they cannot. Unless and until something changes their view, unless they grasp the striking fact that they are tied with a thread, that the chain is an illusion, that they were fooled, and ultimately, that whoever so fooled them was wrong about them and that they were wrong about themselves—unless all this happens, these children are not likely to show society their positive attributes as adults. There’s more involved, of course, than just parenting. Some of the factors are so small they cannot be seen and yet so important they cannot be ignored: They are human genes. The one known as D4DR may influence the thrill-seeking behavior displayed by many violent criminals. Along with the influences of environment and upbringing, an elongated D4DR gene will likely be present in someone who grows up to be an assassin or a bank robber (or a daredevil). Behavioral geneticist Irving Gottesman: “Under a different scenario and in a different environment, that same person could become a hero in Bosnia.” In the future, genetics will play a much greater role in behavioral predictions. We’ll probably be able to genetically map personality traits as precisely as physical characteristics like height and weight. Though it will generate much controversy, parents may someday be able to use prenatal testing to identify children with unwanted personality genes, including those that make violence more likely. Until then, however, we’ll have to settle for a simpler, low-tech strategy for reducing violence: treating children lovingly and humanely.

They still didn’t have a map. She had the ruined fragment of the godmother’s tapestry, but unless it started glowing or talking, it didn’t seem like it would do any good. Another of life’s little intelligence tests, and as usual, Marra had failed to even learn the question.

Tools for click-mapping We often use Crazy Egg, Hotjar, and Clicktale, and several A/B testing tools that include similar functionality. Alternatives include Fullstory, Inspectlet, Decibel Insight, Jaco, Lucky Orange, MouseStats, Ptengine, and userTrack.

Leo slaps Declan’s shoulder as he places a glass in his hand. “If your grandfather were here, he would have probably had this whole speech written, so I’ll just have to improvise.” He lifts his own tumbler. “Marriage is like going on a road trip with the person you want to spend the rest of your life with, except you have no map or fancy GPS system to help you out. You might not always agree on what music to play or which direction you should go. I can guarantee there will be moments you want to rip your hair out—or each other’s. Just like there will be times that test you, where you think that maybe things would be easier if you hitch a ride with someone else. The point is, life is going to throw a lot of things at you. Stuff like flat tires, dead ends, and mechanical issues. But you can either make the most of the journey with one another or cry about never getting to your destination. No one can make the right decision but you.

Linda Gottfredson, “Clinton’s New Form of Race-Norming.” Wall Street Journal, June 3, 1993. The national Assessment of Educational progress. . . has documented large gaps on specific skills and knowledge among high-school students. Throughout the 1980s, black 17-year-olds (excluding dropouts) had proficiency levels in math, reading, science and other subjects that were more comparable to white 13-year-olds than white 17-year-olds. A 1987 NAEP report found similarly large gaps in the functional literacy of young adults age 21 to 25. The average black college graduate could comprehend and use everyday reading materials, such as news articles, menus, forms, labels, street maps and bus schedules, only about as well as the average white high-school graduate with no college. In turn, black high school graduates function, on the average, only about as well as whites with no more than eight years of schooling. The pervasiveness of such huge gaps in current skills and knowledge explains why employment tests typically have disparate impact, especially in mid-to-high level jobs.

Each map is customer-centric, with a list of key actors on the left. Each map is a story, with a beginning, a middle, and an end. And, no matter the business, each map is simple.

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.

Terrestrial lidar is currently being tested in self-driving vehicles and “intelligent” cruise control, which use lidar to map the ever-shifting environment around a car moving down a roadway,

After oceans, rivers top the list of “perfect landscapes for brain restoration,” according to Wallace Nichols in his book Blue Mind. Each to our own—for me, following a river is my absolute favorite walk, whether it’s a short stroll at night or a long-distance hike. River walks require minimal navigation and map reading, making them ideal for either a solo hike or a social saunter where the priority is conversation. This doesn’t mean we can switch off altogether. Rivers test our cognitive abilities in unexpected ways (navigating all those meanders, shifting banks, and low-hanging willows), making a river walk equally beneficial for our brains.

The sophisticated global manager learns how to adapt—to alter his behavior a bit, to practice humility, to test the waters before speaking up, to assume goodwill on the part of others, and to invest time and energy in building good relationships. With a little luck and skill, it’s possible to be perceived as equally polite in Amsterdam, Jakarta, Moscow, Buenos Aires, Paris, or Two Harbors, Minnesota

Similarly, if Baron had realized he was writing for a group raised on applications-first approaches, perhaps he would have started his e-mail with a few bullet points summarizing his proposal and explaining what he needed from the group. He might then have continued with a bit of background data, presented briskly with the recognition that “shorter is sweeter” for people with an applications-first orientation. Baron subsequently learned this lesson. “One British colleague told me that, if my e-mail doesn’t fit on the screen of an iPhone, it risks not getting read,” Baron laughs. “That’s the test I use now before I send out my e-mail.

Figure 5.1 A simple value stream map for a product

heavy up-front plan is time consuming and rigid. While Carl’s goal will stand the test of time, his assumptions will not.

Caroline’s project faces extreme uncertainty: there had never been a volunteer campaign of this magnitude at HP before. How confident should she be that she knows the real reasons people aren’t volunteering? Most important, how much does she really know about how to change the behavior of hundreds of thousand people in more than 170 countries? Barlerin’s goal is to inspire her colleagues to make the world a better place. Looked at that way, her plan seems full of untested assumptions—and a lot of vision. In accordance with traditional management practices, Barlerin is spending time planning, getting buy-in from various departments and other managers, and preparing a road map of initiatives for the first eighteen months of her project. She also has a strong accountability framework with metrics for the impact her project should have on the company over the next four years. Like many entrepreneurs, she has a business plan that lays out her intentions nicely. Yet despite all that work, she is—so far—creating one-off wins and no closer to knowing if her vision will be able to scale. One assumption, for example, might be that the company’s long-standing values included a commitment to improving the community but that recent economic trouble had resulted in an increased companywide strategic focus on short-term profitability. Perhaps longtime employees would feel a desire to reaffirm their values of giving back to the community by volunteering. A second assumption could be that they would find it more satisfying and therefore more sustainable to use their actual workplace skills in a volunteer capacity, which would have a greater impact on behalf of the organizations to which they donated their time. Also lurking within Caroline’s plans are many practical assumptions about employees’ willingness to take the time to volunteer, their level of commitment and desire, and the way to best reach them with her message. The Lean Startup model offers a way to test these hypotheses rigorously, immediately, and thoroughly. Strategic planning takes months to complete; these experiments could begin immediately. By starting small, Caroline could prevent a tremendous amount of waste down the road without compromising her overall vision. Here’s what it might look like if Caroline were to treat her project as an experiment.

New York City had 6,200 miles of streets, 31 bridges and tunnels, 188 theaters, 28,000 acres of parks, 500 museums and galleries, and who knows how many hotels and hospitals. If I was going to pass the taxi test—an eighty-question multiple-choice exam that “may include questions on geography, map reading, address location, planning routes and Taxi & Limousine Commission Rules and Regulations”—I had less than two months to learn it all.

Our beliefs about reality are like that map. We constantly test them to see if they match up with the world. When they do, we know our beliefs are true. Every

The more aware we are of our basic paradigms, maps, or assumptions, and the extent to which we have been influenced by our experience, the more we can take responsibility for those paradigms, examine them, test them against reality, listen to others and be open to their perceptions, thereby getting a larger picture and a far more objective view. T

Persson did not create Minecraft because he wanted to create a billion-dollar company; he loved video games and kept his day job while developing it. When the game soared in popularity, he started a company, Mojang, with some of the profits, but kept it small, with just 12 employees. Even with zero dollars spent on marketing and no user instructions, Minecraft grew exponentially, flying past the 100 million registered user mark in 2014 based largely on word of mouth.2 Players shared user-generated extras like modifications (“mods”) and custom maps with each other, and the game caught on not only with children but their parents and even educators. Still, Persson avoided the valuation game, refusing an investment offer from former Facebook president Sean Parker. Finally, he and his co-founders sold Mojang to Microsoft for $2.5 billion, a fortune built on one man’s focus on creating something that people loved.3 On the other end of the spectrum is Zynga, one of the fastest startups ever to reach a $1 billion valuation.4 The social game developer had its first hit in 2009 with FarmVille. Next came Zynga’s partnership with Facebook that turned into a growth engine. The company began trading on the NASDAQ in December 2011 and had 253 million active users per month as late as the first quarter of 2013.5 Then the relationship with Facebook ended and the wheels started coming off. Flush with IPO cash, Zynga started exhibiting all the symptoms of ego-driven, grow-at-any-cost syndrome. They moved into a $228 million headquarters in San Francisco. They began hastily acquiring companies like NaturalMotion, Newtoy, and Area/Code. They infuriated customers by launching new games without sufficient testing and filling them with scripts that signed players up for unwanted subscriptions and services. When customer outrage went viral, instead of focusing on building better products, Zynga hired a behavioral psychologist to try to trick customers into loving its games.6 In a 2009 speech at Startup@Berkeley, CEO Mark Pincus said, “I funded [Zynga] myself but I did every horrible thing in the book to just get revenues right away. I mean, we gave our users poker chips if they downloaded this Zwinky toolbar, which . . . I downloaded it once — I couldn’t get rid of it. We did anything possible just to just get revenues so that we could grow and be a real business.”7 By the spring of 2016, Zynga had laid off about 18 percent of its workforce and its share price had declined from $14.50 in 2012 to about $2.50.

Buyer Legends is a business process that uses storytelling techniques to map the critical paths a prospective buyer might follow on his journey to becoming a buyer. This process aligns strategy to brand story to the buyer’s actual experience on their customer journey. These easy-to-tell stories reveal the opportunities and gaps in the customer’s experience versus the current marketing & sales process. These legends communicate the brand’s story intent and critical touch point responsibilities within every level of an organization, from the boardroom to the stockroom. Buyer Legends reconcile the creative process to data analysis; aligning metrics with previously hard-to-measure marketing, sales, and customer service processes. The first result is improved execution, communications, and testing. The second result is a big boost to the bottom line.

Map-Testing.com.

PISA was developed by a kind of think tank for the developed world, called the Organization for Economic Co-operation and Development, and the scientist at the center of the experiment was Andreas Schleicher.

Naturally, every person should have a fair opportunity to present his or her solution and explain the rationale behind it. Well . . . that may be natural, but you’re not going to do it. Explaining ideas has all kinds of downsides. If someone makes a compelling case for his or her idea or is a bit more charismatic, your opinion will be skewed. If you associate the idea with its creator (“Jamie always has great ideas”), your opinion will be skewed. Even just by knowing what the idea is about, your opinion will be skewed. It’s not hard for creators to make great arguments for their mediocre ideas, or give great explanations for their indecipherable ideas. But in the real world, the creators won’t be there to give sales pitches and clues. In the real world, the ideas will have to stand on their own. If they’re confusing to the experts in a sprint, chances are good they’ll be confusing to customers. The heat map exercise ensures you make the most of your first, uninformed look at the sketches. So before the team begins looking, hand everyone a bunch of small dot stickers (twenty to thirty dots each). Then

Integration databases—don’t do it! Seriously! Not even with views. Not even with stored procedures. Take it up a level, and wrap a web service around the database. Then make the web service redundant and accessed through a virtual IP. Build a test harness to verify what happens when the web service is down. That’s an enterprise integration technology. Reaching into another system’s database is just…icky. Nothing hobbles a system’s ability to adapt quite like having other systems poking into its guts. Database “integrations” are pure evil. They violate encapsulation and information hiding by exposing the most intimate details about a system’s inner workings. They encourage inappropriate coupling at both the structural and semantic levels. Even worse, the system that hangs its database out for the world cannot trust the data in the database at all. Rows can be added or modified by other entities even while the owner has objects in memory mapped from those rows. Vital application logic can be bypassed, resulting in illegal or unreachable states.[119]

Snow managed to build his mastery of this embryonic field almost entirely through research conducted in his own home. He maintained a small menagerie in his Frith Street quarters — birds, frogs, mice, fish — where he spent countless hours watching the creatures' response to various dosages of ether and chloroform. He also used his medical practice as a source of experimental data, but was not above using himself as a test subject. There is something wonderful — and more than a little ironic — in this image of Snow the teetotaler, arguably the finest medical mind of his generation, performing his research. He sits alone in his cluttered flat, frogs croaking around him, illuminated only by candlelight. After a few minutes tinkering with his latest experimental inhaler, he fastens the mouthpiece over his face and releases the gas. Within seconds, his head hits the desk. Then, minutes later, he wakes, consults his watch through blurred vision. He reaches for his pen, and starts recording the data.

The Very Difference Between Game Design & 3D Game Development You Always Want to Know Getting into the gaming industry is a dream for many people. In addition to the fact that this area is always relevant, dynamic, alive and impenetrable for problems inherent in other areas, it will become a real paradise for those who love games. Turning your hobby into work is probably the best thing that can happen in your career. What is Game Designing? A 3D Game Designer is a creative person who dreams up the overall design of a video game. Game design is a large field, drawing from the fields of computer science/programming, creative writing, and graphic design. Game designers take the creative lead in imagining and bringing to life video game worlds. Game designers discuss the following issues: • the target audience; • genre; • main plot; • alternative scenarios; • maps; • levels; • characters; • game process; • user interface; • rules and restrictions; • the primary and secondary goals, etc Without this information, further work on the game is impossible. Once the concept has been chosen, the game designers work closely with the artists and developers to ensure that the overall picture of the game is harmonized and that the implementation is in line with the original ideas. As such, the skills of a game designer are drawn from the fields of computer science and programming, creative writing and graphic design. Game designers take the creative lead in imagining and bringing to life video game stories, characters, gameplay, rules, interfaces, dialogue and environments. A game designer's role on a game development outsourcing team differs from the specialized roles of graphic designers and programmers. Graphic designers and game programmers have specific tasks to accomplish in the division of labor that goes into creating a video game, international students can major in those specific disciplines if desired. The game designer generates ideas and concepts for games. They define the layout and overall functionality of the Game Animation Studio. In short, they are responsible for creating the vision for the game. These geniuses produce innovative ideas for games. Game designers should have a knack for extraordinary and creative vision so that their game may survive in the competitive market. The field of game design is always in need of artists of all types who may be drawn to multiple art forms, original game design and computer animation. The game designer is the artist who uses his/her talents to bring the characters and plot to life. Who is a Game Development? Games developers use their creative talent and skills to create the games that keep us glued to the screen for hours and even days or make us play them by erasing every other thought from our minds. They are responsible for turning the vision into a reality, i.e., they convert the ideas or design into the actual game. Thus, they convert all the layouts and sketches into the actual product. It may involve concept generation, design, build, test and release. While you create a game, it is important to think about the game mechanics, rewards, player engagement and level design. 3D Game development involves bringing these ideas to life. Developers take games from the conceptual phase, through *development*, and into reality. The Game Development Services side of games typically involves the programming, coding, rendering, engineering, and testing of the game (and all of its elements: sound, levels, characters, and other assets, etc.). Here are the following stages of 3D Game Development Service, and the best ways of learning game development (step by step). • High Concept • Pitch • Concept • Game Design Document • Prototype • Production • Design • Level Creation • Programming

While millions of miles have now been driven by test driverless cars, humans drive more than eight billion miles every day in the United States.

In 1933, Standard Oil of California—Socal, now Chevron—won the right to explore for oil in Saudi Arabia. On March 4, 1938, a telegram was dispatched from Saudi Arabia to the San Francisco headquarters of Socal. It reported that in a test in the eastern province on a well called Damman #7, at a depth of 4,694 feet, oil had flowed at the rate of 1,585 barrels per day.

Short of funds, they found that they could bring down the cost of solving myriad design issues by simulating and testing them on computers. Some things, however, had to be done in the real world. They could not afford a multimillion-dollar crash-test facility. Yet they needed to test battery safety. “We realized we could basically simulate this if we just held things up in the air and dropped them,” said Straubel. And so they rented a crane and dropped batteries. “It was really a shoestring way of making it work,” said Straubel. “We were innovating at an amazing pace with a very small team with few resources.” Every system needed to be redesigned and then redesigned again.

By D. Donovan, Senior Reviewer, Midwest Book Review "Historical fiction readers are in for a treat with When I Was Better, a love story set in Hungary and Canada which follows the journey of István and Teréza, who flee the Nazi and Soviet invasions and the Hungarian Revolution to finally make their home in Winnipeg in the 1960s. Maps and a cast of characters portend an attention to details that history buffs will appreciate, but the lively chapter headings that begin with "This is What Dying Feels Like" are the real draw, promising inviting scenarios that compel readers to learn more about the characters' lives and influences. Few other books about immigrant experience hold the descriptive power of When I Was Better: "Her world had transformed into a place of gestures and facial expressions, making her feel more vigilant now than she had ever been under Communism. No one understood her but Zolti. Already she ached for her language and the family she left behind." Rita Bozi's ability to capture not just the history and milieu of the times, but the life and passions of those who live it is a sterling example of what sets an extraordinary read apart from a mundane narration of circumstance and history. Her ability to depict the everyday experiences and insights of her protagonist bonds reader to the subject in an intimate manner that brings not just the era, but the psychology of its participants to life through inner reflection, influence and experience, and even dialogue: “Four lengths of sausage, please?” Teréza watched as the man pulled two small lengths from the hook and wrapped them in course paper. “I beg your pardon, sir, but would you kindly add in two more lengths?” “We got an aristocrat here? If you take four lengths, what d’you imagine the workers are gonna eat at the end of the day?” The account of a seven-year separation, Budapest and Winnipeg cultures and contrasts, and refugee experiences brings history to life through the eyes of its beholders. That which doesn't kill us, makes us stronger. This saying applies especially strongly to When I Was Better 's powerful story, highly recommended for historical fiction readers and library collections interested in powerfully compelling writing packed with insights: “Why is it so agonizing to be truthful?” István asked, not expecting an answer. “It depends on what truth you’re about to reveal. And how you expect it to be received. If you’re expecting an execution, you have two choices. Die for what you believe in or lie to save your life.” “So in the end, it all comes down to values.” István reached for the martini, took another sip. Bela smiled. “Without truth, there’s no real connection. The truth hurts, but love eventually heals what hurts.”" "With sharp insight and the gifts of a natural, Bozi's novel brilliantly chronicles the plight of an entire generation of Hungarians through the intimate portrait of two lovers tested by the political and personal betrayals that ripped through the heart of the twentieth century.

Most of life’s actions are to test our reaction, whether we treat our scars as a map that brings us closer to Allah, or allow them to drift us from Him.

We do DNA sequencing to work out family ties. If we are to understand past lives and reincarnation then we must also map brain activity. This would need to be done using a set of standard tests which would include current affairs and musical stimuli from certain eras. I believe that music would be the best bet because it would use a familiar brain pattern. If you use both then we have a way to either confirm reincarnation and/or time between life, death and life again. The DNA would help narrow the search, but as we all know hereditary factors are bias towards family members. Thoughts, however are energy and they may still be embedded in the brain to some degrees. This is why children can remember things that they don't even know. The downside is that we would need to DNA sequence everyone and also give them a brain scan to collate results. A big task and the question would be how big a sample would we need to make it viable? And would mankind be ready to believe in something that they would be willing to debunk quite easily?

Odyssey Planning 101 Create three alternative versions of the next five years of your life. Each one must include: 1. A visual/graphical timeline. Include personal and noncareer events as well—do you want to be married, train to win the CrossFit Games, or learn how to bend spoons with your mind? 2. A title for each option in the form of a six-word headline describing the essence of this alternative. 3. Questions that this alternative is asking—preferably two or three. A good designer asks questions to test assumptions and reveal new insights. In each potential timeline, you will investigate different possibilities and learn different things about yourself and the world. What kinds of things will you want to test and explore in each alternative version of your life? 4. A dashboard where you can gauge a. Resources (Do you have the objective resources—time, money, skill, contacts—you need to pull off your plan?) b. Likability (Are you hot or cold or warm about your plan?) c. Confidence (Are you feeling full of confidence, or pretty uncertain about pulling this off?) d. Coherence (Does the plan make sense within itself? And is it consistent with you, your Workview, and your Lifeview?) • Possible considerations ° Geography—where will you live? ° What experience/learning will you gain? ° What are the impacts/results of choosing this alternative? ° What will life look like? What particular role, industry, or company do you see yourself in? • Other ideas ° Do keep in mind things other than career and money. Even though those things are important, if not central, to the decisive direction of your next few years, there are other critical elements that you want to pay attention to. ° Any of the considerations listed above can be a springboard for forming your alternative lives for the next five years. If you find yourself stuck, try making a mind map out of any of the design considerations listed above. Don’t overthink this exercise, and don’t skip it.

We should not test and build on theories that are just conjecture—especially when it comes to hypothesizing about underrepresented groups while knowing very little about their stories and lived experiences.

A good transitional call to action can do three powerful things for your brand: 1.​Stake a claim to your territory. If you want to be known as the leader in a certain territory, stake a claim to that territory before the competition beats you to it. Creating a PDF, a video series, or anything else that positions you as the expert is a great way to establish authority. 2.​Create reciprocity. I’ve never worried about giving away too much free information. In fact, the more generous a brand is, the more reciprocity they create. All relationships are give-and-take, and the more you give to your customers, the more likely they will be to give something back in the future. Give freely. 3.​Position yourself as the guide. When you help your customers solve a problem, even for free, you position yourself as the guide. The next time they encounter a problem in that area of their lives, they will look to you for help. Transitional calls to action come in all shapes and sizes. Here are a few ideas to create transitional calls to action of your own: •​Free information: Create a white paper or free PDF educating customers about your field of expertise. This will position you as a guide in your customer’s story and create reciprocity. Educational videos, podcasts, webinars, and even live events are great transitional calls to action that on-ramp customers toward a purchase. •​Testimonials: Creating a video or PDF including testimonials from happy clients creates a story map in the minds of potential customers. When they see others experience a successful ending to their story, they will want that same ending for themselves. •​Samples: If you can give away free samples of your product, do it. Offering a customer the ability to test-drive a car, taste your seasoning, sample your music, or read a few pages of your book are great ways to introduce potential customers to your products. •​Free trial: Offering a limited-time free trial works as a risk-removal policy that helps to on-ramp your customers. Once they try your product, they may not be able to live without it.

Our “childlike” curiosity is often tested as we grow up, and we sometimes learn that too much curiosity, like too much vulnerability, can lead to hurt. As a result, we turn to self-protection—choosing certainty over curiosity, armor over vulnerability, knowing over learning. But shutting down comes with a price—a price we rarely consider when we’re focused on finding our way out of pain.