Measure Outcomes Quotes

Vulnerability is not winning or losing; it’s having the courage to show up and be seen when we have no control over the outcome. Vulnerability is not weakness; it’s our greatest measure of courage.

I want to be in the arena. I want to be brave with my life. And when we make the choice to dare greatly, we sign up to get our asses kicked. We can choose courage or we can choose comfort, but we can’t have both. Not at the same time. Vulnerability is not winning or losing; it’s having the courage to show up and be seen when we have no control over the outcome. Vulnerability is not weakness; it’s our greatest measure of courage.

You're art that cannot be concealed... danger that cannot be tamed... love that cannot be measured... a new law that denies a probable outcome.

There are two possible outcomes: if the result confirms the hypothesis, then you've made a measurement. If the result is contrary to the hypothesis, then you've made a discovery

Your outcomes are a lagging measure of your habits. Your net worth is a lagging measure of your financial habits. Your weight is a lagging measure of your eating habits. Your knowledge is a lagging measure of your learning habits. Your clutter is a lagging measure of your cleaning habits. You get what you repeat.

The measure of happiness is merely the difference between expectations and outcomes. It is not concerned with what one possesses – it is concerned with how content one is with what one possesses.

The word hope first appeared in English about a thousand years ago, denoting some combination of confidence and desire. But what I desired—life—was not what I was confident about—death. When I talked about hope, then, did I really mean “Leave some room for unfounded desire?” No. Medical statistics not only describe numbers such as mean survival, they measure our confidence in our numbers, with tools like confidence levels, confidence intervals, and confidence bounds. So did I mean “Leave some room for a statistically improbable but still plausible outcome—a survival just above the measured 95 percent confidence interval?” Is that what hope was? Could we divide the curve into existential sections, from “defeated” to “pessimistic” to “realistic” to “hopeful” to “delusional”? Weren’t the numbers just the numbers? Had we all just given in to the “hope” that every patient was above average? It occurred to me that my relationship with statistics changed as soon as I became one.

In his view, we were already a success, because we were doing something hard and it was something that mattered to us. You don't measure things like that with words like success or failure, he said. Satisfaction comes from trying hard things and then going on to the next hard thing, regardless of the outcome. What mattered was whether or not you were moving in a direction you thought was right.

But aren't all great quests folly? El Dorado and the Fountain of Youth and the search for intelligent life in the cosmos-- we know what's out there. It's what isn't that truly compels us. Technology may have shrunk the epic journey to a couple of short car rides and regional jet lags-- four states and twelve hundred miles traversed in an afternoon-- but true quests aren't measured in time or distance anyway, so much as in hope. There are only two good outcomes for a quest like this, the hope of the serendipitous savant-- sail for Asia and stumble on America-- and the hope of scarecrows and tin men: that you find out you had the thing you sought all along.

In a world where perfectionism, pleasing, and proving are used as armor to protect our egos and our feelings, it takes a lot of courage to show up and be all in when we can't control the outcome. It also takes discipline and self-awareness to understand what to share and with whom. Vulnerability is not oversharing, it's sharing with people who have earned the right to hear our stories and our experiences. Vulnerability is not weakness; it's our greatest measure of courage.

The purpose of life—if it may be said to have purpose—is not ease. It is to choose, and to act upon the choice. In that task, we are not measured by outcomes. We are measured only by daring and effort and resolve.

The definition of vulnerability is uncertainty, risk, and emotional exposure. But vulnerability is not weakness; it's our most accurate measure of courage. When the barrier is our belief about vulnerability, the question becomes: 'Are we willing to show up and be seen when we can't control the outcome?' When the barrier to vulnerability is about safety, the question becomes: 'Are we willing to create courageous spaces so we can be fully seen?

Your outcomes are a lagging measure of your habits.

One problem with the systems of assessment that use letters and grades is that they are usually light on description and heavy on comparison. Students are sometimes given grades without really knowing what they mean, and teachers sometimes give grades without being completely sure why. A second problem is that a single letter or number cannot convey the complexities of the process that it is meant to summarize. And some outcomes cannot be adequately expressed in this way at all. As the noted educator Elliot Eisner once put it, “Not everything important is measurable and not everything measurable is important.

I want to be in the arena. I want to be brave with my life. And when we make the choice to dare greatly, we sign up to get our asses kicked. We can choose courage or we can choose comfort, but we can’t have both. Not at the same time. Vulnerability is not winning or losing; it’s having the courage to show up and be seen when we have no control over the outcome. Vulnerability is not weakness; it’s our greatest measure of courage. A lot of cheap seats in the arena are filled with people who never venture onto the floor. They just hurl mean-spirited criticisms and put-downs from a safe distance. The problem is, when we stop caring what people think and stop feeling hurt by cruelty, we lose our ability to connect. But when we’re defined by what people think, we lose the courage to be vulnerable. Therefore, we need to be selective about the feedback we let into our lives. For me, if you’re not in the arena getting your ass kicked, I’m not interested in your feedback.

8. And finally, of course, the very central teaching of the Gita: “Let go of the outcome.” Let go of any clinging to how this all comes out. You cannot measure your actions at this point by the conventional wisdom about success and failure.

What am I?” I ask. “Unforgettable,” Reed replies. “You’re art that cannot be concealed… danger that cannot be tamed…love that cannot be measured… a new law that denies a probable outcome.

He who fights with guns and knives is a coward! For how easy is it to kill with the single pull of a trigger? And how does human flesh stand to a sharpened metal? Even an idiot can kill with a gun and a knife! A man needs no courage at all to stand behind these things that make him feel invincible and bigger than he ever will be! I don't say that no one should fight! Because battles must be fought, and wars will always be won! But let those who fight, fight with bare hands! The measure of true strength! With his hands and feet and nothing but! The country with truly strong men is able to have soldiers that need not a knife, that need no guns! And if you can soar even higher than that; fight with your pens! Let us all write! And see the substance of the man through his philosophies and through his beliefs! And let one philosophy outdo another! Let one belief outlast another! And let this be how we determine the outcome of a war!

[T]he concern of man is not his future but his present, not the world but his soul. We must be just, we must strive, we must engage ourselves with the business of the world for our own sake, because through that, and through contemplation in equal measure, our soul is purified and brought closer to the divine. ... Thought and deed conjoined are crucial. ... The attempt must be made; the outcome is irrelevant. Right action is a pale material reflection of the divine, but reflection it is, nonetheless. Define your goal and exert reason to accomplish it by virtuous action; successs or failure is secondary.

If you can measure it, you can manage it.

We have a special name, here, for a certain kind of failure to defer to the greater good—for putting a personal sense of doing right above any objective measure of the outcome. It’s called ‘moral vanity’.

Education, government, health care, and science are increasingly driven by the philosophies of financial maximization. Institutions that had previously been focused on a range of outcomes—knowledge, service, care, discovery—are increasingly measured by just one: money.

You don’t measure things like that with words like success or failure, he said. Satisfaction comes from trying hard things and then going on to the next hard thing, regardless of the outcome. What mattered was whether or not you were moving in a direction you thought was right.

What is Destiny? Is it a doctrine formulated by aristocrats and philosophers arguing that there is some unseen driving force predicting the outcomes of every minuscule and life altering moment in one's life? Or is it the artistry illustrated by those under-qualifed and over-eager to give their future meaning and their ambitions hope? Is it a declaration by those who refuse to accept that we are alone in this universe, spinning randomly through a matrix of accidental coincidences? Or is it the assumptions made by those who concede that there is a divine plan or pre-ordained path for each human being,regardless of their current station? I think destiny is a bit of a tease.... It's syndical taunts and teases mock those naive enough to believe in its black jack dealing of inevitable futures. Its evolution from puppy dogs and ice cream to razor blades and broken mirrors characterizes the fickle nature of its sordid underbelly. Those relying on its decisive measures will fracture under its harsh rules. Those embracing the fact that life happens at a million miles a minute will flourish in its random grace. Destiny has afforded me the most magical memories and unbelievably tragic experiences that have molded and shaped my life into what it is today...beautiful. I fully accept the mirage that destiny promises and the reality it can produce. Without the invisible momentum carried with its sincere fabrication of coming attraction, destiny is the covenant we rely on to get ourselves through the day. To the destiny I know awaits me, I thank you in advance. Don't cry because it's over....smile because it happened.

...that’s where love is revealed: in abandoning the outcome, casting the self aside, inviting the consequences that will come. Even if the love we offer to others is not received – which may be the definition of loneliness – that doesn’t mean it ceases to exist, because real love ignores the cost, braves the darkness, lights the way. The true measure of the love within the human heart is inversely proportional to the price one is willing to pay to express it.

When the farmer arises in the morning unreconciled to get out of bed, he feels no anxiety that he has wasted time through his sleep; au contraire, he is confident that the seed has continued to grow during the night. So, too, the spiritual woman does not fret and flap over opportunities missed, does not hammer herself for not working hard enough, and does not have a panic attack wondering whether she has received grace in vain. She lives in quiet confidence that God is working in her by day and by night. Like the farmer, she is not totally passive or presumptuous. The woman knows that she has her full measure of work to do, but she realizes that the outcome rests with God and that the decisive factor is unearned grace. Thus, she works as if everything depends on God and prays as if everything depends on her.

Her lack of confidence in life, in realization, in the fulfillment of her desires, in the outcome of a dream, in the possibility of reality corresponding to her fantasy, speeded her bicycle with the incredible speed of anxiety, a speed beyond the human body, beyond human endurance. She arrived before him. Her fear was justified! She could not measure what the anxiety had done to her speed, the acceleration which had broken the equality of rhythm. She arrived as she had feared, at a desolate spot on the road, and the boy had become this invisible image which taunts the dreamer, a mirage that could not be made real. It had become reality eluding the dreamer, the wish unfulfilled. The boy may have arrived later. He may have fallen asleep and not come at all. He may have had a tire puncture. Nothing mattered. Nothing could prevent her from feeling that she was not Juliet waiting on the balcony, but Romeo who had to leap across space to join her. She had leaped, she had acted Romeo, and when woman leaped she leaped into a void.

Strong processes with measurable outcomes eliminate bureaucracy and expose underperformers.

Competence comes when successful outcomes are produced by values-driven, purposeful behaviors.

Human supplementing is like baking a cake: If you miss out some of the ingredients or measure them wrong, then you get a lousy outcome.

You cannot measure opportunities by outcomes.

As an artist, your goals are things like nonconformity and difference, neither of which is based on a shared set of measurable outcomes.

I began to measure victories not by the outcome, but by the investment: Did I give everything I had that day to accomplish my best?

outcome is not the measure of the morality—obedience to the way of Christ is, and the loss of one’s own character is not worth any real or imagined outcome.

The results of EFT, as measured in a multitude of studies, have been astoundingly positive—better, in fact, than the outcomes of any other therapy that has been offered.

Aspirations are abstract desires, like wanting your kids to succeed in school. Outcomes are more measurable, like getting straight As second semester. Both of these are great places to start the process of Behavior Design. But aspirations and outcomes are not behaviors. Here’s an easy way to differentiate behaviors from aspirations and outcomes: A behavior is something you can do right now or at another specific point in time.

The average person wastes his life. He has a great deal of energy but he wastes it. The life of an average person seems at the end utterly meaningless…without significance. When he looks back…what has he done? MIND The mind creates routine for its own safety and convenience. Tradition becomes our security. But when the mind is secure it is in decay. We all want to be famous people…and the moment we want to be something…we are no longer free. Intelligence is the capacity to perceive the essential…the what is. It is only when the mind is free from the old that it meets everything new…and in that there’s joy. To awaken this capacity in oneself and in others is real education. SOCIETY It is no measure of health to be well adjusted to a profoundly sick society. Nature is busy creating absolutely unique individuals…whereas culture has invented a single mold to which we must conform. A consistent thinker is a thoughtless person because he conforms to a pattern. He repeats phrases and thinks in a groove. What happens to your heart and your mind when you are merely imitative, naturally they wither, do they not? The great enemy of mankind is superstition and belief which is the same thing. When you separate yourself by belief tradition by nationally it breeds violence. Despots are only the spokesmen for the attitude of domination and craving for power which is in the heart of almost everyone. Until the source is cleared there will be confusion and classes…hate and wars. A man who is seeking to understand violence does not belong to any country to any religion to any political party. He is concerned with the understanding of mankind. FEAR You have religion. Yet the constant assertion of belief is an indication of fear. You can only be afraid of what you think you know. One is never afraid of the unknown…one is afraid of the known coming to an end. A man who is not afraid is not aggressive. A man who has no sense of fear of any kind is really a free and peaceful mind. You want to be loved because you do not love…but the moment you really love, it is finished. You are no longer inquiring whether someone loves you or not. MEDITATION The ability to observe without evaluating is the highest form of intelligence. In meditation you will discover the whisperings of your own prejudices…your own noises…the monkey mind. You have to be your own teacher…truth is a pathless land. The beauty of meditation is that you never know where you are…where you are going…what the end is. Down deep we all understand that it is truth that liberates…not your effort to be free. The idea of ourselves…our real selves…is your escape from the fact of what you really are. Here we are talking of something entirely different….not of self improvement…but the cessation of self. ADVICE Take a break with the past and see what happens. Release attachment to outcomes…inside you will feel good no matter what. Eventually you will find that you don’t mind what happens. That is the essence of inner freedom…it is timeless spiritual truth. If you can really understand the problem the answer will come out of it. The answer is not separate from the problem. Suffer and understand…for all of that is part of life. Understanding and detachment…this is the secret. DEATH There is hope in people…not in societies not in systems but only in you and me. The man who lives without conflict…who lives with beauty and love…is not frightened by death…because to love is to die.

My target customer will be? The problem my customer wants to solve is? My customer’s need can be solved with? Why can’t my customer solve this today? The measurable outcome my customer wants to achieve is? My primary customer acquisition tactic will be? My earliest adopter will be? I will make money (revenue) by? My primary competition will be? I will beat my competitors primarily because of? My biggest risk to financial viability is? My biggest technical or engineering risk is? What assumptions do we have that, if proven wrong, would cause this business to fail?  (Tip: include market size in this list) You should be able to look at this list and spot

Objectives are business outcomes and results that have substantial impact on the products, services, and relationships of the enterprise, and which can be measured. They may be new opportunities reached or problems solved.

Your outcomes are a lagging measure of your habits. Your net worth is a lagging measure of your financial habits. Your weight is a lagging measure of your eating habits. Your knowledge is a lagging measure of your learning habits.

Your life is ultimately measured by your outcomes, not your intentions. It is not about what you wanted to do or would have done but didn’t have the time. It’s not about why you thought you couldn’t; it’s just whether or not you eventually did.

outcome of the present struggle between Russia and Japan, its significance lies in the fact that a nation of the East, equipped with Western weapons and girding itself with Western energy of will, is deliberately measuring strength against one of

Ida Mae Gladney, Robert Foster, and George Starling each left different parts of the South during different decades for different reasons and with different outcomes. The three of them would find some measure of happiness, not because their children had been perfect, their own lives without heartache, or because the North had been particularly welcoming. In fact, not a single one of those things had turned out to be true. There had been sickness, disappointment, premature and unexpected losses, and, among their children, more divorces than enduring marriages, but at least the children had tried. The three who had come out of the South were left widowed but solvent, and each found some measure of satisfaction because whatever had happened to them, however things had unfolded, it had been of their own choosing, and they could take comfort in that. They believed with all that was in them that they were better off for having made the Migration, that they may have made many mistakes in their lives, but leaving the South had not been one of them.

Physicians, nurses, and other caregivers often do not know the costs associated with their treatment protocols. And administrators rarely collaborate with them to develop outcome and cost measurements that would facilitate benchmarking and best-practice-sharing opportunities.

Companies spend billions on marketing and public relations campaigns to gain public trust. They award themselves “Best Hospital” prizes by measuring outcomes like “patient experience”—as if a visit to the hospital were a trip to Disney World instead of a life or death endeavor.

Because horizon is the end of vision, and because every move we make gives the field an aspect we couldn't have noticed before, what lies beyond the horizon cannot be known. (Otherwise it would be within the horizon.) As with the angelic messenger, there is no control over what comes into our vision... There are experiences and new information that will show the familiar as strange the comforting as dangerous, the adjacent as distant. Moreover, not every shift of the viewer will reveal something significant. It can be just more of the same, or nothing worth reflecting on. And yet without that shift, we begin to lose our vision altogether: what is seen over and over again ceases to be seen. What doesn't appear in a fresh way will be thought changeless and ordinary, no longer a stimulus to thought. Learning is reduced to mere repetition and can only confirm what has already been known. Friendships become static, empty of expectations of the future. The outcome of all our efforts become predictable. All mysteries can be explained. All dimensions and measurements hold. To be aware of our horizons is to live in wonder.

Everyone encounters adversity in life. Sometimes it is small, sometimes life changing. How you handle it starts and ends with you. The measure of a person is not found in his or her past, but in how he or she overcomes adversity and builds the future. Outlook will always determine outcome

Since each person's talents are enduring, you should spend a great deal of time and money selecting people properly in the first place. This will help mitigate the 'I don't think I have the right talent for the role' problem. Since each person's talents are unique, you should focus performance by legislating outcomes rather than forcing each person into a stylistic mold. This means a strong emphasis on careful measurement of the right outcomes, and less on policies, procedures, and competencies. This will address the 'in my role I don't have any room to express my talents' problem.

To constantly have at your side a woman,an unmarried woman,a sister,a wonderful person who is there because you need her and because she can't do without you,to know that you are indispensable to the one you need, to be endlessly able to measure her affection by the amount of presence she grants you and to say to your self, "since she devotes all her time to me,that means i have her whole heart";to see her thoughts,if not her face,to weigh one being's faithfulness when the rest of the world has been eclipsed,to detect the rustling of her dress as though it were the sound of wings,to hear her coming and going,going out,coming back,talking,singing,and to know you are the centre of every step she takes,of every word,of every song,to manifest your own gravitational pull every minute of the day,to feel yourself your infirmity,to become in darkness,and through darkness,the star around which this angel revolves-few worms of bliss come anywhere near it!The ultimate happiness in life is the conviction that one is loved;loved for oneself-better still,loved in spite of oneself.And this conviction is what the blind have.In such distress,to be waited on is to be hugged and kissed.

The second thing that can be said with regard to life expectancy is that it is not a good idea to be an American. Compared with your peers in the rest of the industrialized world, even being well-off doesn’t help you here. A randomly selected American aged forty-five to fifty-four is more than twice as likely to die, from any cause, as someone from the same age-group in Sweden. Just consider that. If you are a middle-aged American, your risk of dying before your time is more than double that of a person picked at random off the streets of Uppsala or Stockholm or Linköping. It is much the same when other nationalities are brought in for comparison. For every 400 middle-aged Americans who die each year, just 220 die in Australia, 230 in Britain, 290 in Germany, and 300 in France. These health deficits begin at birth and go right on through life. Children in the United States are 70 percent more likely to die in childhood than children in the rest of the wealthy world. Among rich countries, America is at or near the bottom for virtually every measure of medical well-being—for chronic disease, depression, drug abuse, homicide, teenage pregnancies, HIV prevalence. Even sufferers of cystic fibrosis live ten years longer on average in Canada than in the United States. What is perhaps most surprising is that all these poorer outcomes apply not just to underprivileged citizens but to prosperous white college-educated Americans when compared with their socioeconomic equivalents abroad.

One problem with most current governments is that they prioritize economic growth (as mismeasured by GDP per capita) over citizens’ happiness, quality of life, efficiency of trait display, and breadth and depth of social networks. The latter outcomes are not actually any harder to measure than GDP per capita. For example, the UN Human Development Index (HDI) measures overall quality of life fairly well by taking into account life expectancy, literacy, and educational attainment; this index puts Iceland, Norway, Australia, and Canada at the top, and the Democratic Republic of the Congo at the bottom.

Whether one calls slime molds, fungi, and plants “intelligent” depends on one’s point of view. Classical scientific definitions of intelligence use humans as a yardstick by which all other species are measured. According to these anthropocentric definitions, humans are always at the top of the intelligence rankings, followed by animals that look like us (chimpanzees, bonobos, etc.), followed again by other “higher” animals, and onward and downward in a league table—a great chain of intelligence drawn up by the ancient Greeks, which persists one way or another to this day. Because these organisms don’t look like us or outwardly behave like us—or have brains—they have traditionally been allocated a position somewhere at the bottom of the scale. Too often, they are thought of as the inert backdrop to animal life. Yet many are capable of sophisticated behaviors that prompt us to think in new ways about what it means for organisms to “solve problems,” “communicate,” “make decisions,” “learn,” and “remember.” As we do so, some of the vexed hierarchies that underpin modern thought start to soften. As they soften, our ruinous attitudes toward the more-than-human world may start to change. The second field of research that has guided me in this inquiry concerns the way we think about the microscopic organisms—or microbes—that cover every inch of the planet. In the last four decades, new technologies have granted unprecedented access to microbial lives. The outcome? For your community of microbes—your “microbiome”—your body is a planet. Some prefer the temperate forest of your scalp, some the arid plains of your forearm, some the tropical forest of your crotch or armpit. Your gut (which if unfolded would occupy an area of thirty-two square meters), ears, toes, mouth, eyes, skin, and every surface, passage, and cavity you possess teem with bacteria and fungi. You carry around more microbes than your “own” cells. There are more bacteria in your gut than stars in our galaxy. For humans, identifying where one individual stops and another starts is not generally something we

But even if we were entirely successful at eliminating inequalities of outcome associated with being born into wealth or privilege, the inequalities that remain would not be purged of luck. There would still be another type of luck lurking in the background: genes. This is true not only of standardized test performance and IQ scores. Even appealing to so-called “character” traits (grit, perseverance, resourcefulness, motivation, curiosity, or any other non-cognitive skill) doesn’t get you out of grappling with genetics. These traits, too, are shaped by genetic differences between people. There is no measure of so-called “merit” that is somehow free of genetic influence or untethered from biology.

The Second World War, when it came in 1939, was unquestionably the outcome of the First, and in large measure its continuation. Its circumstances – the dissatisfaction of the German-speaking peoples with their standing among other nations – were the same, and so were its immediate causes, a dispute between a German-speaking ruler and a Slav neighbour.

All told, perhaps the most significant measure of the Great Migration was the act of leaving itself, regardless of the individual outcome. Despite the private disappointments and triumphs of any individual migrant, the Migration, in some ways, was its own point. The achievement was in making the decision to be free and acting on that decision, wherever that journey led them.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

In the life of a warrior there is only one thing, one issue alone which is really undecided: how far one can go on the path of knowledge and power. That is an issue which is open and no one can predict its outcome. I once told you that the freedom a warrior has is either to act impeccably or to act like a nincompoop. Impeccability is indeed the only act which is free and thus the true measure of a warrior’s spirit.

definition of vulnerability is uncertainty, risk, and emotional exposure. But vulnerability is not weakness; it’s our most accurate measure of courage. When the barrier is our belief about vulnerability, the question becomes: Are we willing to show up and be seen when we can’t control the outcome? When the barrier to vulnerability is about safety, the question becomes: Are we willing to create courageous spaces so we can be fully seen?

Today’s computer technology exists in some measure because millions of middle-class taxpayers supported federal funding for basic research in the decades following World War II. We can be reasonably certain that those taxpayers offered their support in the expectation that the fruits of that research would create a more prosperous future for their children and grandchildren. Yet, the trends we looked at in the last chapter suggest we are headed toward a very different outcome. BEYOND THE BASIC MORAL QUESTION of whether a tiny elite should be able to, in effect, capture ownership of society’s accumulated technological capital, there are also practical issues regarding the overall health of an economy in which income inequality becomes too extreme. Continued progress depends on a vibrant market for future innovations—and that, in turn, requires a reasonable distribution of purchasing power.

2.4 Design a plan. a. Go back before you go forward. b. Think about your problem as a set of outcomes produced by a machine. c. Remember that there are typically many paths to achieving your goals. d. Think of your plan as being like a movie script in that you visualize who will do what through time. e. Write down your plan for everyone to see and to measure your progress against. f. Recognize that it doesn’t take a lot of time to design a good plan.

If aspirations are to be achieved, capabilities developed, and management systems created, progress needs to be measured. Measurement provides focus and feedback. Focus comes from an awareness that outcomes will be examined, and success or failure noted, creating a personal incentive to perform well. Feedback comes from the fact that measurement allows the comparison of expected outcomes with actual outcomes and enables you to adjust strategic choices accordingly.

Measuring the wrong thing is often worse than measuring nothing, because you do get what you measure. So if the assessments focus on how much people “enjoy” the experience—be that reading a book, watching a talk, or going to a training session—those same books, talks, and trainings will respond to those measurements by prioritizing the wrong outcomes: making participants feel good and giving them a good time. Simply stated, measuring entertainment value produces great entertainment, not change; measuring the wrong things crowds out assessing other, more relevant indicators such as improvements in workplaces. Improvement comes from employing measurements that are appropriate, those that are connected to the areas in which we seek improvement. In the case of leadership, that appropriate measurement would include assessing the frequency of desirable leader behaviors; actual workplace conditions such as engagement, satisfaction, and

A powerful person is one who brings the past to an outcome, settling all its unresolved issues. A strong person is one who carries the past into the future, showing that none of its issues is capable of resolution. Power is concerned with what has already happened; strength with what has yet to happen. Power is finite in amount. Strength cannot be measured, because it is an opening and not a closing act. Power refers to the freedom persons have within limits, strength to the freedom persons have with limits.

Quantum mechanics asserts that the relationship between the quantum state and the outcome of a measurement is probabilistic. Generally, there is a range of possible outcomes of a given measurement. These will each occur with some probability, and these probabilities depend on the quantum state. In the case where we measure the position of a particle, this dependence is particularly simple: The probability of finding the particle at a particular location in space is proportional to the square of the height of the

Usually, what we most fear doing is what we most need to do. That phone call, that conversation, whatever the action might be—it is fear of unknown outcomes that prevents us from doing what we need to do. Define the worst case, accept it, and do it. I’ll repeat something you might consider tattooing on your forehead: What we fear doing most is usually what we most need to do. As I have heard said, a person’s success in life can usually be measured by the number of uncomfortable conversations he or she is willing to have.

Distributions can only be based on measurements, but as in the case of measuring intelligence, the nature of measurement is often complicated and troubled by ambiguities. Consider the problem of noise, or what is known as luck in human affairs. Since the rise of the new digital economy, around the turn of the century, there has been a distinct heightening of obsessions with contests like American Idol, or other rituals in which an anointed individual will suddenly become rich and famous. When it comes to winner-take-all contests, onlookers are inevitably fascinated by the role of luck. Yes, the winner of a singing contest is good enough to be the winner, but even the slightest flickering of fate might have changed circumstances to make someone else the winner. Maybe a different shade of makeup would have turned the tables. And yet the rewards of winning and losing are vastly different. While some critics might have aesthetic or ethical objections to winner-take-all outcomes, a mathematical problem with them is that noise is amplified. Therefore, if a societal system depends too much on winner-take-all contests, then the acuity of that system will suffer. It will become less reality-based.

Play, by definition, is carefree and unself-conscious. The great theoretician of play, Johan Huizinga, maintained that a fundamental feature of play is that it serves no other purpose. The purposelessness associated with play is hard to reconcile with our culture of high efficiency and constant accountability. More and more, we measure play by its benefits. We play squash for cardiovascular conditioning; we take our kids to dinner to expand their palates; we go on vacation to recharge. Yet if we’re plagued by self-awareness, obsessed with outcomes, or fearful of judgment, our enjoyment is inevitably compromised

As the third evening approached, Gabriel looked up blearily as two people entered the room. His parents. The sight of them infused him with relief. At the same time, their presence unlatched all the wretched emotion he'd kept battened down until this moment. Disciplining his breathing, he stood awkwardly, his limbs stiff from spending hours on the hard chair. His father came to him first, pulling him close for a crushing hug and ruffling his hair before going to the bedside. His mother was next, embracing him with her familiar tenderness and strength. She was the one he'd always gone to first whenever he'd done something wrong, knowing she would never condemn or criticize, even when he deserved it. She was a source of endless kindness, the one to whom he could entrust his worst thoughts and fears. "I promised nothing would ever harm her," Gabriel said against her hair, his voice cracking. Evie's gentle hands patted his back. "I took my eyes off her when I shouldn't have," he went on. "Mrs. Black approached her after the play- I pulled the bitch aside, and I was too distracted to notice-" He stopped talking and cleared his throat harshly, trying not to choke on emotion. Evie waited until he calmed himself before saying quietly, "You remember when I told you about the time your f-father was badly injured because of me?" "That wasn't because of you," Sebastian said irritably from the bedside. "Evie, have you harbored that absurd idea for all these years?" "It's the most terrible feeling in the world," Evie murmured to Gabriel. "But it's not your fault, and trying not to make it so won't help either of you. Dearest boy, are you listening to me?" Keeping his face pressed against her hair, Gabriel shook his head. "Pandora won't blame you for what happened," Evie told him, "any more than your father blamed me." "Neither of you are to blame for anything," his father said, "except for annoying me with this nonsense. Obviously the only person to blame for this poor girl's injury is the woman who attempted to skewer her like a pinioned duck." He straightened the covers over Pandora, bent to kiss her forehead gently, and sat in the bedside chair. "My son... guilt, in proper measure, can be a useful emotion. However, when indulged to excess it becomes self-defeating, and even worse, tedious." Stretching out his long legs, he crossed them negligently. "There's no reason to tear yourself to pieces worrying about Pandora. She's going to make a full recovery." "You're a doctor now?" Gabriel asked sardonically, although some of the weight of grief and worry lifted at his father's confident pronouncement. "I daresay I've seen enough illness and injuries in my time, stabbings included, to predict the outcome accurately. Besides, I know the spirit of this girl. She'll recover." "I agree," Evie said firmly. Letting out a shuddering sigh, Gabriel tightened his arms around her. After a long moment, he heard his mother say ruefully, "Sometimes I miss the days when I could solve any of my children's problems with a nap and a biscuit." "A nap and a biscuit wouldn't hurt this one at the moment," Sebastian commented dryly. "Gabriel, go find a proper bed and rest for a few hours. We'll watch over your little fox cub.

New high-tech tools allow for more precise measuring and tracking, better sharing of information, and increased visibility of targeted populations. In a system dedicated to supporting poor and working-class people's self-determination, such diligence would guarantee that they attain all the benefits they are entitled to by law. In that context, integrated data and modernized administration would not necessarily result in bad outcomes for poor communities. But automated decision-making in our current welfare system acts a lot like older, atavistic forms of punishment and containment. It filters and diverts. It is a gatekeeper, not a facilitator.

First up, Blackwell [1972] did a set of experiments on fifty-seven college students to determine the effect of colour—as well as the number of tablets—on the effects elicited. The subjects were sitting through a boring hour-long lecture, and were given either one or two pills, which were either pink or blue. They were told that they could expect to receive either a stimulant or a sedative. Since these were psychologists, and this was back when you could do whatever you wanted to your subjects—even lie to them—the treatment that all the students received consisted simply of sugar pills, but of different colours. Afterwards, when they measured alertness—as well as any subjective effects—the researchers found that two pills were more effective than one, as we might have expected (and two pills were better at eliciting side-effects too). They also found that colour had an effect on outcome: the pink sugar tablets were better at maintaining concentration than the blue ones. Since colours in themselves have no intrinsic pharmacological properties, the difference in effect could only be due to the cultural meanings of pink and blue: pink is alerting, blue is cool. Another study suggested that Oxazepam, a drug similar to Valium (which was once unsuccessfully prescribed by our GP for me as a hyperactive child) was more effective at treating anxiety in a green tablet, and more effective for depression when yellow. Drug

Darkness Always Ends No matter how your day goes, the sun always rises the next day. You get a fresh start. Likewise, I’ve learned every dark season in life comes to an end. If you hang in there long enough, you’ll reach the dawn. I believe God created that sunrise-sunset pattern as a reminder for us when life gets difficult. For official records, we measure time by the midnight hour. Our calendar days go from midnight to midnight. We begin and end our days in darkness. And when we consider our days, we split them into two parts: daytime first, followed by nighttime. Light first, then the darkness. But not everyone views the cycle that way. The biblical account of creation reverses our cycle: “And there was evening and there was morning, one day” (Genesis 1:5). The Jewish calendar follows suit with that original creation account. That calendar runs from sunset to sunset. The full hours of darkness come first, followed by the full hours of light. In other words, from God’s perspective, each day ends with light. Year after year, I’ve derived such encouragement from that picture. I believe this is why the psalmist David wrote, “Weeping may last for the night, but a shout of joy comes in the morning” (Psalm 30:5). You have every reason to believe for a miracle. You have every reason to believe God won’t abandon you. Nothing in this life lasts forever. Your dark season will come to an end. And chances are, it won’t take until your dying day. It won’t kill you. Things might look bleak at first, but they can improve. With night and day, God has given us a picture of hope. The sun always rises. Things will always get brighter. “The end of a matter is better than its beginning” (Ecclesiastes 7:8). Whether it’s a day or a season in your life, it doesn’t matter how things look in the midst of it. What matters is how it ends. Oftentimes, for the circumstances to improve, we must take particular steps along the way. A bright outcome might depend, in part, on how we choose to respond to what has occurred. Or preemptive steps might put us at an advantage down the road. God give us a role to perform. But the breakthrough is available.

Being heard by your doctor isn’t just an emotional need but a physical one: patients benefit clinically from feeling cared for. The emotional and the physical, science is learning, are more intertwined than we once understood. Many studies have suggested that emotional care—interpersonal warmth—has a measurable effect on patients’ outcomes. For example, the incidence of severe diabetes complications in patients of doctors who rate high on a standard empathy scale is a remarkable 40 percent lower than in patients whose doctors do poorly on the empathy scale, Danielle Ofri, an internist at New York’s Bellevue Hospital, reports in What Doctors Feel. “This is comparable,” she points out, “to the benefits seen with the most intensive medical therapy for diabetes.

The word hope first appeared in English about a thousand years ago, denoting some combination of confidence and desire. But what I desired—life—was not what I was confident about—death. When I talked about hope, then, did I really mean “Leave some room for unfounded desire?” No. Medical statistics not only describe numbers such as mean survival, they measure our confidence in our numbers, with tools like confidence levels, confidence intervals, and confidence bounds. So did I mean “Leave some room for a statistically improbable but still plausible outcome—a survival just above the measured 95 percent confidence interval?” Is that what hope was? Could we divide the curve into existential sections, from “defeated” to “pessimistic” to “realistic” to “hopeful” to “delusional”? Weren’t the numbers just the numbers? Had we all just given in to the “hope” that every patient was above average?

Herein lay the rub. The Americans, like all Western armies, defined “winning” as killing the enemy and securing control over the battlefield. Their opponents in previous conflicts had generally accepted the same definition. Not so the Moros. What was important to them was the struggle and how one conducted oneself, personally and as a people, not necessarily a measurable outcome. They knew from the beginning they were no match for American firepower. It was a one-sided contest, what today is termed “asymmetric warfare,” but so what? Their measure was how well one did against the odds, the more overwhelmingly they were against one, the greater the glory. And being that life is transitory anyway, what mattered most was how much courage was shown and how well did one die. The Americans and the Moros were using different score cards for the same game. To the Moros, it was they who had “won.

Regression effects are ubiquitous, and so are misguided causal stories to explain them. A well-known example is the “Sports Illustrated jinx,” the claim that an athlete whose picture appears on the cover of the magazine is doomed to perform poorly the following season. Overconfidence and the pressure of meeting high expectations are often offered as explanations. But there is a simpler account of the jinx: an athlete who gets to be on the cover of Sports Illustrated must have performed exceptionally well in the preceding season, probably with the assistance of a nudge from luck—and luck is fickle. I happened to watch the men’s ski jump event in the Winter Olympics while Amos and I were writing an article about intuitive prediction. Each athlete has two jumps in the event, and the results are combined for the final score. I was startled to hear the sportscaster’s comments while athletes were preparing for their second jump: “Norway had a great first jump; he will be tense, hoping to protect his lead and will probably do worse” or “Sweden had a bad first jump and now he knows he has nothing to lose and will be relaxed, which should help him do better.” The commentator had obviously detected regression to the mean and had invented a causal story for which there was no evidence. The story itself could even be true. Perhaps if we measured the athletes’ pulse before each jump we might find that they are indeed more relaxed after a bad first jump. And perhaps not. The point to remember is that the change from the first to the second jump does not need a causal explanation. It is a mathematically inevitable consequence of the fact that luck played a role in the outcome of the first jump. Not a very satisfactory story—we would all prefer a causal account—but that is all there is.

The strongest evidence yet was published in 2010. In a painstaking long-term study, much larger and more thorough than anything done previously, an international team of researchers tracked one thousand children in New Zealand from birth until the age of thirty-two. Each child’s self-control was rated in a variety of ways (through observations by researchers as well as in reports of problems from parents, teachers, and the children themselves). This produced an especially reliable measure of children’s self-control, and the researchers were able to check it against an extraordinarily wide array of outcomes through adolescence and into adulthood. The children with high self-control grew up into adults who had better physical health, including lower rates of obesity, fewer sexually transmitted diseases, and even healthier teeth. (Apparently, good self-control includes brushing and flossing.) Self-control was irrelevant to adult depression, but its lack made people more prone to alcohol and drug problems. The children with poor self-control tended to wind up poorer financially. They worked in relatively low-paying jobs, had little money in the bank, and were less likely to own a home or have money set aside for retirement. They also grew up to have more children being raised in single-parent households, presumably because they had a harder time adapting to the discipline required for a long-term relationship. The children with good self-control were much more likely to wind up in a stable marriage and raise children in a two-parent home. Last, but certainly not least, the children with poor self-control were more likely to end up in prison. Among those with the lowest levels of self-control, more than 40 percent had a criminal conviction by the age of thirty-two, compared with just 12 percent of the people who had been toward the high end of the self-control distribution in their youth.

Incentives are the cornerstone of modern life. And understanding them - or, often, deciphering them - is the key to understanding a problem, and how it might be solved. Knowing what to measure, and how to measure it, can make a complicated world less so. There is nothing like the sheer power of numbers to scrub away lawyers of confusion and contradiction, especially with emotional, hot-button topics. The conventional wisdom is often wrong. And a blithe acceptance of it can lead to sloppy, wasteful, or even dangerous outcomes. Correlation does not equal causality. When two things travel together, it is tempting to assume that one causes the other. Married people, for instance, are demonstrably happier than single people; does this mean that marriage causes happiness? Not necessarily. The data suggest that happy people are more likely to get married in the first place. As one researcher memorably put it, "If you're grumpy, who the hell wants to marry you?

Yesterday while I was on the side of the mat next to some wrestlers who were warming up for their next match, I found myself standing side by side next to an extraordinary wrestler. He was warming up and he had that look of desperation on his face that wrestlers get when their match is about to start and their coach is across the gym coaching on another mat in a match that is already in progress. “Hey do you have a coach.” I asked him. “He's not here right now.” He quietly answered me ready to take on the task of wrestling his opponent alone. “Would you mind if I coached you?” His face tilted up at me with a slight smile and said. “That would be great.” Through the sounds of whistles and yelling fans I heard him ask me what my name was. “My name is John.” I replied. “Hi John, I am Nishan” he said while extending his hand for a handshake. He paused for a second and then he said to me: “John I am going to lose this match”. He said that as if he was preparing me so I wouldn’t get hurt when my coaching skills didn’t work magic with him today. I just said, “Nishan - No score of a match will ever make you a winner. You are already a winner by stepping onto that mat.” With that he just smiled and slowly ran on to the mat, ready for battle, but half knowing what the probable outcome would be. When you first see Nishan you will notice that his legs are frail - very frail. So frail that they have to be supported by custom made, form fitted braces to help support and straighten his limbs. Braces that I recognize all to well. Some would say Nishan has a handicap. I say that he has a gift. To me the word handicap is a word that describes what one “can’t do”. That doesn’t describe Nishan. Nishan is doing. The word “gift” is a word that describes something of value that you give to others. And without knowing it, Nishan is giving us all a gift. I believe Nishan’s gift is inspiration. The ability to look the odds in the eye and say “You don’t pertain to me.” The ability to keep moving forward. Perseverance. A “Whatever it takes” attitude. As he predicted, the outcome of his match wasn’t great. That is, if the only thing you judge a wrestling match by is the actual score. Nishan tried as hard as he could, but he couldn’t overcome the twenty-six pound weight difference that he was giving up to his opponent on this day in order to compete. You see, Nishan weighs only 80 pounds and the lowest weight class in this tournament was 106. Nishan knew he was spotting his opponent 26 pounds going into every match on this day. He wrestled anyway. I never did get the chance to ask him why he wrestles, but if I had to guess I would say, after watching him all day long, that Nishan wrestles for the same reasons that we all wrestle for. We wrestle to feel alive, to push ourselves to our mental, physical and emotional limits - levels we never knew we could reach. We wrestle to learn to use 100% of what we have today in hopes that our maximum today will be our minimum tomorrow. We wrestle to measure where we started from, to know where we are now, and to plan on getting where we want to be in the future. We wrestle to look the seemingly insurmountable opponent right in the eye and say, “Bring it on. - I can take whatever you can dish out.” Sometimes life is your opponent and just showing up is a victory. You don't need to score more points than your opponent in order to accomplish that. No Nishan didn’t score more points than any of his opponents on this day, that would have been nice, but I don’t believe that was the most important thing to Nishan. Without knowing for sure - the most important thing to him on this day was to walk with pride like a wrestler up to a thirty two foot circle, have all eyes from the crowd on him, to watch him compete one on one against his opponent - giving it all that he had. That is what competition is all about. Most of the times in wrestlin

An English silence – one in which the unspoken words are perfectly understood by both parties. What did I dislike and distrust about adulthood? Well, to put it briefly: the sense of entitlement, the sense of superiority, the assumption of knowing better if not best, the vast banality of adult opinions, the way women took out compacts and powdered their noses, the way men sat in armchairs with their legs apart and their privates heavily outlined against their trousers, the way they talked about gardens and gardening…… their docile obedience to social norms, their snarky disapproval of anything satirical or questioning, their assumption that their children’s success would be measured by how well they imitated their parents, the suffocating noise they made when agreeing with one another… But I do believe now that when two lovers meet, there is already so much pre-history that only certain outcomes are possible. Whereas the lovers themselves imagine that the world is being reset and the possibilities are both new and infinite. On the one hand – and this is the part to do with the past – love feels like the vast and sudden easing of a life long frown. In love everything is both true and false; it’s the one subject on which it’s impossible to say anything absurd Misunderstanding is democratically distributed. Some men mistook boorishness for honesty. Just as others mistook primness for virtue.

Grant’s personal tragedy was simultaneously an American tragedy. Tormented by his decision, steeped in a meditative mood, Grant reflected on the deep changes wrought in northern Republican circles. He predicted to John Roy Lynch that the northern retreat from Reconstruction would lead to Democrats recapturing power in the South as well as “future mischief of a very serious nature . . . It requires no prophet to foresee that the national government will soon be at a great disadvantage and that the results of the war of the rebellion will have been in a large measure lost . . . What you have just passed through in the state of Mississippi is only the beginning of what is sure to follow. I do not wish to create unnecessary alarm, nor to be looked upon as a prophet of evil, but it is impossible for me to close my eyes in the face of things that are as plain to me as the noonday sun.”105 This wasn’t a minor statement: the victorious Union general of the Civil War was saying that terror tactics perpetrated by southern whites had nullified the outcome of the rebellion. All those hundreds of thousands dead, the millions maimed and wounded, the mourning of widows and orphans—all that suffering, all that tumult, on some level, had been for naught. Slavery had been abolished, but it had been replaced by a caste-ridden form of second-class citizenship for southern blacks, and that counted as a national shame.

Rule 1, by dictating how a quantum system changes in time, plays the same essential role in the theory that Newton’s laws of motion played in pre-quantum physics. Like Newton’s laws, Rule 1 is deterministic. It takes an input state and evolves it to a definite output state at a later time. This means it takes input states which are constructed as superpositions to output states which are similarly constructed from superpositions. Probability plays no role. But measurements, as described by Rule 2, do not evolve superpositions to other superpositions. When you measure some quantity, like pet preference or position, you get a definite value. And afterward the state is the one corresponding to that definite value. So even if the input state is a superposition of states with definite values of some observable quantity, the output state is not, as it corresponds to just one value. Rule 2 does not tell you what the definite value is; it only predicts probabilities for the different possible outcomes to occur. But these probabilities are not spurious; they are part of what quantum mechanics predicts. Rule 2 is essential, because that is how probabilities enter quantum mechanics. And probabilities are essential in many cases; they are what experimentalists measure. However, quantum mechanics requires that Rule 1 and Rule 2 never be applied to the same process, because the two rules contradict each other. This means we must always distinguish measurements from other processes in nature.

THIS LONG SPECULATION about the fate of modern man is a simplified, perhaps simplistic, overview of a problem not exclusive to any single nation or people or style of governance. All people, every culture, every country, now face the same problematic future. To reconsider human destiny—and in doing so, to leave behind adolescent dreams of material wealth, and the quest for greater economic or military power, which already guide too much national policy—requires reassessing the biological reality that constrains H. sapiens. It requires “resituating man in an ecological reality.” It requires addressing inutility—the biological cost to the ecosystems that sustain him—of much of mankind's vaunted technology. Whether the world we've made is not a good one for our progeny—asking ourselves about the specific identity of the horseman gathering on our horizon and what measures we need to take to protect ourselves—requires a highly unusual kind of discourse, a worldwide conversation in which the voices of government and those with an economic stake in any particular outcome are asked, I think, to listen, not speak. The conversation has to be fearlessly honest, informed, courageous, and deferential, one not guided by concepts that now seems both outdated and dangerous—the primacy of the nation-state, for example; the inevitability of large-scale capitalism; the unilateral authority of any religious vision; the urge to collapse all mystery into one meaning, one codification, one destiny." Horizon

And so, when I tell stories today about digital transformation and organizational agility and customer centricity, I use a vocabulary that is very consistent and very refined. It is one of the tools I have available to tell my story effectively. I talk about assumptions. I talk about hypotheses. I talk about outcomes as a measure of customer success. I talk about outcomes as a measurable change in customer behavior. I talk about outcomes over outputs, experimentation, continuous learning, and ship, sense, and respond. The more you tell your story, the more you can refine your language into your trademark or brand—what you’re most known for. For example, baseball great Yogi Berra was famous for his Yogi-isms—sayings like “You can observe a lot by watching” and “When you come to a fork in the road, take it.” It’s not just a hook or catchphrase, it helps tell the story as well. For Lean Startup, a best-selling book on corporate innovation written by Eric Ries, the words were “build,” “measure,” “learn.” Jeff Patton, a colleague of mine, uses the phrase “the differences that make a difference.” And he talks about bets as a way of testing confidence levels. He’ll ask, “What will you bet me that your idea is good? Will you bet me lunch? A day’s pay? Your 401(k)?” These words are not only their vocabulary. They are their brand. That’s one of the benefits of storytelling and telling those stories continuously. As you refine your language, the people who are beginning to pay attention to you start adopting that language, and then that becomes your thing.

The Covid-19 pandemic has made it clear that by several measures, the health status of Black Americans is on par with that of people living in far poorer nations, and that at every stage of life Black Americans have poorer health outcomes than white Americans and even, in most cases, than other ethnic groups. Racial health disparities show up at the beginning of life and cut lives short at the end. Black babies are more than twice as likely as white babies to die at birth or in the first year of life—a racial gap that adds up to thousands of lost lives every year.13 African American adults of all ages have elevated rates of conditions such as diabetes and hypertension that among white people are found more commonly at older ages. In the first half of 2020, owing to the pandemic, the Black-white gap in life expectancy increased to six years, from four in 2019.14 This inequality when it comes to the health of Black people’s bodies is rooted in false ideas about racial differences, developed and spread during slavery, and long challenged by Black medical practitioners and scholars, that still inform the way medical treatment is administered in America.15 To understand the racial divide in the health of our nation that was stripped bare by Covid-19, we must examine the roots of these myths. — In the 1787 manual A Treatise on Tropical Diseases; and on the Climate of the West-Indies, a British doctor, Benjamin Moseley, claimed that Black people could bear surgical operations much more easily than white people, noting that “what would be the cause of insupportable pain to a white man, a Negro would almost disregard.

I shall now give my notion of what is modern. According to the measure of energy of every age, there is also a standard that determines which virtues shall be allowed and which forbidden. The age either has the virtues of ascending life, in which case it resists the virtues of degeneration with all its deepest instincts. Or it is in itself an age of degeneration, in which case it requires the virtues of declining life, — in which case it hates everything that justifies itself, solely as being the outcome of a plenitude, or a superabundance of strength. Aesthetic is inextricably bound up with these biological principles: there is decadent aesthetic, and classical aesthetic, — “beauty in itself” is just as much a chimera as any other kind of idealism. — Within the narrow sphere of the so-called moral values, no greater antithesis could be found than that of master-morality and the morality of Christian valuations: the latter having grown out of a thoroughly morbid soil. (—The gospels present us with the same physiological types, as do the novels of Dostoiewsky), the master-morality (“Roman,” “pagan,” “classical,” “Renaissance”), on the other hand, being the symbolic speech of well-constitutedness, of ascending life, and of the Will to Power as a vital principle. Master-morality affirms just as instinctively as Christian morality denies (“God,” “Beyond,” “self-denial,” — all of them negations). The first reflects its plenitude upon things, — it transfigures, it embellishes, it rationalises the world, — the latter impoverishes, bleaches, mars the value of things; it suppresses the world. “World” is a Christian term of abuse.

For many, an explosion of mental problems occurred during the first months of the pandemic and will continue to progress in the post-pandemic era. In March 2020 (at the onset of the pandemic), a group of researchers published a study in The Lancet that found that confinement measures produced a range of severe mental health outcomes, such as trauma, confusion and anger.[153] Although avoiding the most severe mental health issues, a large portion of the world population is bound to have suffered stress to various degrees. First and foremost, it is among those already prone to mental health issues that the challenges inherent in the response to the coronavirus (lockdowns, isolation, anguish) will be exacerbated. Some will weather the storm, but for certain individuals, a diagnostic of depression or anxiety could escalate into an acute clinical episode. There are also significant numbers of people who for the first time presented symptoms of serious mood disorder like mania, signs of depression and various psychotic experiences. These were all triggered by events directly or indirectly associated with the pandemic and the lockdowns, such as isolation and loneliness, fear of catching the disease, losing a job, bereavement and concerns about family members and friends. In May 2020, the National Health Service England’s clinical director for mental health told a Parliamentary committee that the “demand for mental healthcare would increase ‘significantly’ once the lockdown ended and would see people needing treatment for trauma for years to come”.[154] There is no reason to believe that the situation will be very different elsewhere.

Then, decades later, in the 1970s, a hard-assed U.S. swim coach named James Counsilman rediscovered it. Counsilman was notorious for his “hurt, pain, and agony”–based training techniques, and hypoventilation fit right in. Competitive swimmers usually take two or three strokes before they flip their heads to the side and inhale. Counsilman trained his team to hold their breath for as many as nine strokes. He believed that, over time, the swimmers would utilize oxygen more efficiently and swim faster. In a sense, it was Buteyko’s Voluntary Elimination of Deep Breathing and Zátopek hypoventilation—underwater. Counsilman used it to train the U.S. Men’s Swimming team for the Montreal Olympics. They won 13 gold medals, 14 silver, and 7 bronze, and they set world records in 11 events. It was the greatest performance by a U.S. Olympic swim team in history. Hypoventilation training fell back into obscurity after several studies in the 1980s and 1990s argued that it had little to no impact on performance and endurance. Whatever these athletes were gaining, the researchers reported, must have been based on a strong placebo effect. In the early 2000s, Dr. Xavier Woorons, a French physiologist at Paris 13 University, found a flaw in these studies. The scientists critical of the technique had measured it all wrong. They’d been looking at athletes holding their breath with full lungs, and all that extra air in the lungs made it difficult for the athletes to enter into a deep state of hypoventilation. Woorons repeated the tests, but this time subjects practiced the half-full technique, which is how Buteyko trained his patients, and likely how Counsilman trained his swimmers. Breathing less offered huge benefits. If athletes kept at it for several weeks, their muscles adapted to tolerate more lactate accumulation, which allowed their bodies to pull more energy during states of heavy anaerobic stress, and, as a result, train harder and longer. Other reports showed hypoventilation training provided a boost in red blood cells, allowing athletes to carry more oxygen and produce more energy with each breath. Breathing way less delivered the benefits of high-altitude training at 6,500 feet, but it could be used at sea level, or anywhere. Over the years, this style of breath restriction has been given many names—hypoventilation, hypoxic training, Buteyko technique, and the pointlessly technical “normobaric hypoxia training.” The outcomes were the same: a profound boost in performance.* Not just for elite athletes, but for everyone. Just a few weeks of the training significantly increased endurance, reduced more “trunk fat,” improved cardiovascular function, and boosted muscle mass compared to normal-breathing exercise. This list goes on. The takeaway is that hypoventilation works. It helps train the body to do more with less. But that doesn’t mean it’s pleasant.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

The mantle of a great power (was) inescapable. Was it better to extend diplomatic recognition to an unattractive regime and thereby hope to achieve a measure of political stability – or to refuse to recognize the regime on principle, thus emboldening its opponents and running the risk of losing both American investors' money and the lives of American investment in the widening civil war which might follow? Was it preferable to intervene militarily to protect American interests and bring stability and freedom – or rather to maintain the purity of neutrality and avoid a potential quagmire, but run the risk of appearing weak, and leave the outcome to be determined by forces beyond one's control?

Patients may not know how to measure clinical outcomes, and they may not understand the technical know-how that a doctor must have in order to perform a complex heart surgery or neurosurgery, but they can form clear judgments about their experience. They know whether their rooms are clean and whether people are polite to them. They recognize differences in the quality of the food and in how an organization looks and feels. They know whether they feel cared for. Most of all, they can tell whether they’ve had a healing experience—or whether being in a hospital has only impeded their healing.

So in the MWI, the problematic quantum jump is just transferred from the object under observation to the measurement apparatus. The MWI shuffles the two outcomes off into two different "parallel universes" like a criminal attempting to hide the evidence of a crime, but it is clear that, as far as linearity is concerned, the MWI is no improvement over the existing quantum measurement problem — despite the claims of its advocates. The same cannot be said for environmental decoherence which remains perfectly linear throughout the observation process.

companies need to figure out what jobs customers want to get done and how they measure success in getting a job done before they can determine what solutions customers want.

A formula for crafting a falsifiable hypothesis is: Falsifiable Hypothesis = [Specific Repeatable Action] will [Expected Measurable Outcome]

But aren’t all great quests folly? El Dorado and the Fountain of Youth and the search for intelligent life in the cosmos—we know what’s out there. It’s what isn’t that truly compels us. Technology may have shrunk the epic journey to a couple of short car rides and regional jet legs—four states and twelve hundred miles traversed in an afternoon—but true quests aren’t measured in time or distance anyway, so much as in hope. There are only two good outcomes for a quest like this, the hope of the serendipitous savant—sail for Asia and stumble on America—and the hope of scarecrows and tin men: that you find out you had the thing you sought all along.

Key Performance Indicators (KPIs) and Outcomes. We start with the functions and processes driving the business, then push for the company to set goals, delineate measurable Brand Promises, and pick Critical Numbers on the One-Page Strategic Plan, including KPIs for both the People and Process sides of the business so the leadership team has a balanced view of performance.

the project approach judges people according to whether work is completed on time and on budget, not based on the value delivered to customers, productivity gets measured based on output rather than outcomes.

Metrics are a tool for measuring success. Most organizations utilize fi nancials to determine performance.However, fi nancials are a backward (past view) and outcome - based look at performance. Financials will not provide insight into how well you are delivering on your promise currently

7 things every kid should master A noted Williams College psychologist argues standardized tests are useful, if they measure the abilities students really need. By Susan Engel | 2458 words In the past few years, parents, teachers, and policy makers have furiously debated whether standardized tests should be used to promote or hold back children, fire teachers, and withhold funds from schools. The debate has focused for the most part on whether the tests are being used in unfair ways. But almost no one has publicly questioned a fundamental assumption — that the tests measure something meaningful or predict something significant beyond themselves. I have reviewed more than 300 studies of K–12 academic tests. What I have discovered is startling. Most tests used to evaluate students, teachers, and school districts predict almost nothing except the likelihood of achieving similar scores on subsequent tests. I have found virtually no research demonstrating a relationship between those tests and measures of thinking or life outcomes. When you hear people debate the use of tests in schools, the talk usually assumes that the only alternative to the current approach is no testing at all. But nothing could be further from the truth. Ideally, everyone would benefit from objective measures of children’s learning in schools. The answer is not to abandon testing, but to measure the things we most value, and find good ways to do that. How silly to measure a child’s ability to parse a sentence or solve certain kinds of math problems if in fact those measures don’t predict anything important about the child or lead to better teaching practices. Why not test the things we value, and test them in a way that provides us with an accurate picture of what children really do, not what they can do under the most constrained circumstances after the most constrained test preparation? Nor should this be very difficult. After all, in the past 50 years economists and psychologists have found ways to measure things as subtle and dynamic as the mechanisms that explain when and why we give in to impulse, the forces that govern our moral choices, and the thought processes that underlie unconscious stereotyping.

The first conclusions we draw from our successes and failures are typically wrong. Measuring the outcome without evaluating the process is deceiving.

required. The traditional system asked patients to complete questionnaires twice: at the beginning of therapy and at the last session. It failed because many people end therapy at a different time from when their therapist expects. The solution was to move to a session-by-session outcome monitoring system in which patients are asked to complete a simple measure of their symptoms at every session, ensuring that an end of treatment symptom score is almost always available. This system gave the therapist a much better idea of how the patient was progressing. It has also enabled IAPT to record and publish14 the clinical outcomes of 97% of people who have a course of therapy.15 This is a remarkable achievement that ensures we really know how well the services are doing.