Measurement Of Performance Quotes

My first impulse is not to grab her or kiss her or yell at her. I simple want to touch her cheek, still flushed from the night's performance. I want to cut through the space that separates us, measured in feet-not miles, not continents, not years-and to take a callused finger to her face.

I’ve been thinking about that book about the boys who crash on an island,” Mary Lou said to Adina one afternoon as they rested on their elbows taking bites from the same papaya. “Lord of the Flies. What about it?” You know how you said it wasn’t a true measure of humanity because there were no girls and you wondered how it would be different if there had been girls?” “Yeah?” “Maybe girls need an island to find themselves. Maybe they need a place where no one’s watching them so they can be who they really are.” There was something about the island that made the girls forget who they had been. All those rules and shalt nots. They were no longer waiting for some arbitrary grade. They were no longer performing. Waiting. Hoping. They were becoming. They were.

Never compare one student's test score to another's. Always measure a child's progress against her past performance. There will always be a better reader, mathematician, or baseball player. Our goal is to help each student become as special as she can be as an individual--not to be more special than the kid sitting next to her.

Organizational structure and management style are those two factors that we always forget to analyze when the performance of our businesses goes down.

This assignment is my duty to perform for the US Army. My job is outside your command, my friend. You know my security clearance level remains the same. Copying the SCI is a safety measure, in case there is an electrical glitch. So, I believe we’ve talked enough about this subject. Agree?

There were plotters, there was no doubt about it. Some had been ordinary people who'd had enough. Some were young people with no money who objected to the fact that the world was run by old people who were rich. Some were in it to get girls. And some had been idiots as mad as Swing, with a view of the world just as rigid and unreal, who were on the side of what they called 'the people'. Vimes had spent his life on the streets, and had met decent men and fools and people who'd steal a penny from a blind beggar and people who performed silent miracles or desperate crimes every day behind the grubby windows of little houses, but he'd never met The People. People on the side of The People always ended up disappointed, in any case. They found that The People tended not to be grateful or appreciative or forward-thinking or obedient. The People tended to be small-minded and conservative and not very clever and were even distrustful of cleverness. And so the children of the revolution were faced with the age-old problem: it wasn't that you had the wrong kind of government, which was obvious, but that you had the wrong kind of people. As soon as you saw people as things to be measured, they didn't measure up. What would run through the streets soon enough wouldn't be a revolution or a riot. It'd be people who were frightened and panicking. It was what happened when the machinery of city life faltered, the wheels stopped turning and all the little rules broke down. And when that happened, humans were worse than sheep. Sheep just ran; they didn't try to bite the sheep next to them.

Any conversation is a unique jazz performance. Some are more pleasing to the ears, but that is not necessarily a measurement of their importance

There was but one question he left unasked, and it vibrated between his lines: if gross miscalculations of a person's value could occur on a baseball field, before a live audience of thirty thousand, and a television audience of millions more, what did that say about the measurement of performance in other lines of work? If professional baseball players could be over- or under valued, who couldn't?

Various mental tests or scholastic tests have been criticized as unfair because different groups perform very differently on such tests. But one reply to critics summarized the issue succinctly: “The tests are not unfair. Life is unfair and the tests measure the results.

Destiny, I feel is also a relationship-a play between grace and willful self-effort. Half of it you have no control over, half of it is absolutely in your hands and your actions will show measurable consequences. Man is neither entirely a puppet of the gods, nor is he entirely the captain of his own destiny; he’s a little of both. We gallop through our lives like circus performers balancing on two speeding side-by-side horses-one foot is on the horse called “fate” the other on the horse called “free will”. And the question you have to ask everyday is, Which horse is which? Which horse do I need to stop worrying about because it’s not under my control, and which do I need to steer with concentrated effort?

When you win, you don't examine it very much, except to congratulate yourself. You easily, and wrongly, assume it has something to do with your rare qualities as a person. But winning only measures how hard you've worked and how physically talented you are; it doesn't particularly define you beyond those characteristics. Losing on the other hand, really does say something about who you are. Among other things it measures are: do you blame others, or do you own the loss? Do you analyze your failure, or just complain about bad luck? If you're willing to examine failure, and to look not just at your outward physical performance, but your internal workings, too, losing can be valuable. How you behave in those moments can perhaps be more self-defining than winning could ever be. Sometimes losing shows you for who you really are.

…There are times when something is asked of us, and we find we must do it. There is no calculation involved, no measure of the necessity of the thing itself, the action that must be performed. There is simply an acknowledgment that we will do the thing in question, and then the thing is done, often at considerable personal cost. " "What goes into these decisions? What tiny factors, invisible, in the jutting edges of personality and circumstance, contribute to this inevitability?

But who said that I am to be measured by how well I do things? In fact, who said that I should be measured at all? Who indeed? What is required to disengage oneself from this trap is a clear knowledge that the value of a human being cannot be measured by performance—or by any other arbitrary measurement.

Tom Paine has almost no influence on present-day thinking in the United States because he is unknown to the average citizen. Perhaps I might say right here that this is a national loss and a deplorable lack of understanding concerning the man who first proposed and first wrote those impressive words, 'the United States of America.' But it is hardly strange. Paine's teachings have been debarred from schools everywhere and his views of life misrepresented until his memory is hidden in shadows, or he is looked upon as of unsound mind. We never had a sounder intelligence in this Republic. He was the equal of Washington in making American liberty possible. Where Washington performed Paine devised and wrote. The deeds of one in the Weld were matched by the deeds of the other with his pen. Washington himself appreciated Paine at his true worth. Franklin knew him for a great patriot and clear thinker. He was a friend and confidant of Jefferson, and the two must often have debated the academic and practical phases of liberty. I consider Paine our greatest political thinker. As we have not advanced, and perhaps never shall advance, beyond the Declaration and Constitution, so Paine has had no successors who extended his principles. Although the present generation knows little of Paine's writings, and although he has almost no influence upon contemporary thought, Americans of the future will justly appraise his work. I am certain of it. Truth is governed by natural laws and cannot be denied. Paine spoke truth with a peculiarly clear and forceful ring. Therefore time must balance the scales. The Declaration and the Constitution expressed in form Paine's theory of political rights. He worked in Philadelphia at the time that the first document was written, and occupied a position of intimate contact with the nation's leaders when they framed the Constitution. Certainly we may believe that Washington had a considerable voice in the Constitution. We know that Jefferson had much to do with the document. Franklin also had a hand and probably was responsible in even larger measure for the Declaration. But all of these men had communed with Paine. Their views were intimately understood and closely correlated. There is no doubt whatever that the two great documents of American liberty reflect the philosophy of Paine. ...Then Paine wrote 'Common Sense,' an anonymous tract which immediately stirred the fires of liberty. It flashed from hand to hand throughout the Colonies. One copy reached the New York Assembly, in session at Albany, and a night meeting was voted to answer this unknown writer with his clarion call to liberty. The Assembly met, but could find no suitable answer. Tom Paine had inscribed a document which never has been answered adversely, and never can be, so long as man esteems his priceless possession. In 'Common Sense' Paine flared forth with a document so powerful that the Revolution became inevitable. Washington recognized the difference, and in his calm way said that matters never could be the same again. It must be remembered that 'Common Sense' preceded the declaration and affirmed the very principles that went into the national doctrine of liberty. But that affirmation was made with more vigor, more of the fire of the patriot and was exactly suited to the hour... Certainly [the Revolution] could not be forestalled, once he had spoken. {The Philosophy of Paine, June 7, 1925}

There's some ill planet reigns: I must be patient till the heavens look With an aspect more favourable. Good my lords, I am not prone to weeping, as our sex Commonly are; the want of which vain dew Perchance shall dry your pities: but I have That honourable grief lodged here which burns Worse than tears drown: beseech you all, my lords, With thoughts so qualified as your charities Shall best instruct you, measure me; and so The king's will be perform'd!

Trump liked to portray his business as an empire, it was actually a discrete holding company and boutique enterprise, catering more to his peculiarities as proprietor and brand representative than to any bottom line or other performance measures.

Every second of our own experience has to be measured through a relative and subjective brain. In other words, “reality” is merely our brain’s relative understanding of the world based on where and how we are observing it.

One cannot measure a manager’s knowledge and performance in a vacuum. It involves their participation in business activities while bringing all of themselves to the process of development, including their spiritual, personal, and skill & ability development.

Inner strength of character cannot be measured by any means but performance in the time of need.

A sense of humor is a measurement of the extent to which you realize that you are trapped in a world almost entirely devoid of reason. Laughter is how you release the anxiety you feel at this knowledge.

The First Law: Performance drives success, but when performance can’t be measured, networks drive success.

Performance of management should be measured by potential to stay in business, to protect investment, to ensure future dividends and jobs through improvement of product and service for the future, not by the quarterly dividend.

The idealized market was supposed to deliver ‘friction free’ exchanges, in which the desires of consumers would be met directly, without the need for intervention or mediation by regulatory agencies. Yet the drive to assess the performance of workers and to measure forms of labor which, by their nature, are resistant to quantification, has inevitably required additional layers of management and bureaucracy. What we have is not a direct comparison of workers’ performance or output, but a comparison between the audited representation of that performance and output. Inevitably, a short-circuiting occurs, and work becomes geared towards the generation and massaging of representations rather than to the official goals of the work itself. Indeed, an anthropological study of local government in Britain argues that ‘More effort goes into ensuring that a local authority’s services are represented correctly than goes into actually improving those services’. This reversal of priorities is one of the hallmarks of a system which can be characterized without hyperbole as ‘market Stalinism’. What late capitalism repeats from Stalinism is just this valuing of symbols of achievement over actual achievement. […] It would be a mistake to regard this market Stalinism as some deviation from the ‘true spirit’ of capitalism. On the contrary, it would be better to say that an essential dimension of Stalinism was inhibited by its association with a social project like socialism and can only emerge in a late capitalist culture in which images acquire an autonomous force. The way value is generated on the stock exchange depends of course less on what a company ‘really does’, and more on perceptions of, and beliefs about, its (future) performance. In capitalism, that is to say, all that is solid melts into PR, and late capitalism is defined at least as much by this ubiquitous tendency towards PR-production as it is by the imposition of market mechanisms.

He who the sword of heaven will bear Should be as holy as severe; Pattern in himself to know, Grace to stand, and virtue go; More nor less to others paying Than by self-offences weighing. Shame to him whose cruel striking Kills for faults of his own liking! Twice treble shame on Angelo, To weed my vice and let his grow! O, what may man within him hide, Though angel on the outward side! How may likeness made in crimes, Making practise on the times, To draw with idle spiders' strings Most ponderous and substantial things! Craft against vice I must apply: With Angelo to-night shall lie His old betrothed but despised; So disguise shall, by the disguised, Pay with falsehood false exacting, And perform an old contracting.

The best sex and the most satisfying sex are not the same. I have had great sex with men who were intimate terrorists, men who seduce and attract by giving you just what you feel your heart needs then gradually or abruptly withholding it once they have gained your trust. And I have been deeply sexually fulfilled in bonds with loving partners who have had less skill and know-how. Because of sexist socialization, women tend to put sexual satisfaction in its appropriate perspective. We acknowledge its value without allowing it to become the absolute measure of intimate connection. Enlightened women want fulfilling erotic encounters as much as men, but we ultimately prefer erotic satisfaction within a context where there is loving, intimate connection. If men were socialized to desire love as much as they are taught to desire sex, we would see a cultural revolution. As it stands, most men tend to be more concerned about sexual performance and sexual satisfaction than whether they are capable of giving and receiving love.

Whether we coach, advise, counsel, facilitate, or mentor, the effectiveness of what we do depends in large measure on our beliefs about human potential. The expressions “to get the best out of someone” and “your hidden potential” imply that more lies within the person waiting to be released.

Silver noticed that the areas where Trump performed best made for an odd map. Trump performed well in parts of the Northeast and industrial Midwest, as well as the South. He performed notably worse out West. Silver looked for variables to try to explain this map. Was it unemployment? Was it religion? Was it gun ownership? Was it rates of immigration? Was it opposition to Obama? Silver found that the single factor that best correlated with Donald Trump’s support in the Republican primaries was that measure I had discovered four years earlier. Areas that supported Trump in the largest numbers were those that made the most Google searches for “nigger.

It is no measure of health to be well adjusted to a profoundly sick society.” —J. Krishnamurti

It was, perhaps, the narrow limits to which he thus confined himself upon the guitar, which gave birth, in great measure, to the fantastic character of his performances.

The standards for what is "normal" have become so formalized and yet so restrictive that people need a break from that horrible feeling of never being able to measure up to whatever it is they think will make them acceptable to other people and therefore to themselves. People get sick with this idea of change; I have been sick with it. We search for transformation in retreats, juice fasts, drugs and alcohol, obsessive exercise, extreme sports, sex. We are all trying to escape our existence, hoping that a better version of us is waiting just behind that promotion, that perfect relationship, that award or accolade, that musical performance, that dress size, that raucous night at a party, that hot night with a new lover. Everyone needs to be pursuing something, right? Otherwise, who are we? How about, quite simply, people? How about human?

There was but one question he left unasked, and it vibrated between his lines: if gross miscalculations of a person’s value could occur on a baseball field, before a live audience of thirty thousand, and a television audience of millions more, what did that say about the measurement of performance in other lines of work? If professional baseball players could be over-or undervalued, who couldn’t? Bad as they may have been, the statistics used to evaluate baseball players were probably far more accurate than anything used to measure the value of people who didn’t play baseball for a living.

We found that external approvals were negatively correlated with lead time, deployment frequency, and restore time, and had no correlation with change fail rate. In short, approval by an external body (such as a manager or CAB) simply doesn’t work to increase the stability of production systems, measured by the time to restore service and change fail rate. However, it certainly slows things down. It is, in fact, worse than having no change approval process at all.

The Song of the Winged Ones is a song of celebration, written as though the singer were standing on the Dragon Isle watching the dragons flying in the sun. The words are full of wonder at the beauty of the creatures; and there is a curious pause in the middle of one of the stanzas near the end, where the singer waits a full four measures in silence for those who listen to hear the music of distant dragon wings. It seldom fails to bring echoes of something beyond the silence, and is almost never performed because many bards fear it. I love it.

If gender attributes and acts, the various ways in which a body shows or produces its cultural signification, are performative, then there is no preexisting identity by which an act or attribute might be measured; there would be no true or false, real or distorted acts of gender, and the postulation of a true gender identity would be revealed as a regulatory fiction.That gender reality is created through sustained social performances means that the very notions of an essential sex and a true or abiding masculinity or femininity are also constituted as part of the strategy that conceals gender’s performative character and the performative possibilities for proliferating gender configurations outside the restricting frames of masculinist domination and compulsory heterosexuality.

The history professor Nelson Lichtenstein told me, “What you can’t measure, you can’t reward,” and that may be why executives are so focused on work hours. For decades, the corporate world has been consumed with metrics. Managers love tangible measures by which they can determine success or failure. Work hours is one of the easiest ways to measure employee performance, but total hours worked is a meaningless statistic.

Real success or victory is measured by the quality of that very process of attention and mindful involvement, practice, and commitment.

When performance is measured, performance improves. When performance is measured and reported, the rate of improvement accelerates.” — Thomas Monson

The whole tendency of modern life is towards scientific planning and organisation, central control, standardisation, and specialisation. If this tendency was left to work itself out to its extreme conclusion, one might expect to see the state transformed into an immense social machine, all the individual components of which are strictly limited to the performance of a definite and specialised function, where there could be no freedom because the machine could only work smoothly as long as every wheel and cog performed its task with unvarying regularity. Now the nearer modern society comes to the state of total organisation, the more difficult it is to find any place for spiritual freedom and personal responsibility. Education itself becomes an essential part of the machine, for the mind has to be as completely measured and controlled by the techniques of the scientific expert as the task which it is being trained to perform.

When you fear you will confirm a negative stereotype, it can become a self-fulfilling prophecy not because the stereotype is true, but because you can't stop worrying that you could become an example proving it. This self-fulfilling prophecy, being only a matter of perception, can be easily sublimated. Another study by Steele measured the math abilities of men versus women. When the questions were easy, the women and men performed the same. When they were difficult, the women's scores plummeted lower than did those of their male peers. When they ran the tests again with new participants, but this time before handing out the problems told the subjects that men and women tended to perform equally on the exam, the scores leveled out. The women performed just as well as did the men. The power of the stereotype--women are bad at math--was nullified.

There wasn’t much that scared her. She was the strongest person I’d ever known. And I’m not talking about the kind of strength that’s measured by the number of reps someone can perform. I’m talking about being fearless. About standing up for yourself. About not caring what people think.

Before an experiment can be performed, it must be planned—the question to nature must be formulated before being posed. Before the result of a measurement can be used, it must be interpreted—nature's answer must be understood properly. These two tasks are those of the theorist, who finds himself always more and more dependent on the tools of abstract mathematics. Of course, this does not mean that the experimenter does not also engage in theoretical deliberations. The foremost classical example of a major achievement produced by such a division of labor is the creation of spectrum analysis by the joint efforts of Robert Bunsen, the experimenter, and Gustav Kirchhoff, the theorist. Since then, spectrum analysis has been continually developing and bearing ever richer fruit.

For God also tells us that when you perform an action you believe to be a sin, it still counts as a sin even if it is proven to be permissible. Conscience. Conscience is the ultimate measure of man.

What a privilege it is to be able to go to the temple, where we may experience the sanctifying influence of the Spirit of the Lord. Great service is given when we perform vicarious ordinances for those who have gone beyond the veil… and in that process we attain that which comes of no other effort: we literally become saviors on Mount Zion. As our Savior gave His life as a vicarious sacrifice for us, so we, in some small measure, do the same when we perform proxy work in the temple for those who have no means of moving forward unless something is done for them by those of us here on the earth.

When you give a performance, whether on record or on film, you want to be able to judge what you've done, to measure yourself and try to improve. You can't do that in an untaped or unrecorded performance.

Law 6: When forced to compromise, ask for more. Law 7: If you can’t win, change the rules. Law 8: If you can’t change the rules, then ignore them. Law 11: “No” simply means begin again at one level higher. Law 13: When in doubt: THINK. Law 16: The faster you move, the slower time passes, the longer you live. Law 17: The best way to predict the future is to create it yourself. (adopted from Alan Kay) Law 19: You get what you incentivize. Law 22: The day before something is a breakthrough, it’s a crazy idea. Law 26: If you can’t measure it, you can’t improve it.

Forward-thinking organizations seek hybrid professionals who are highly proficient writers, analytical, creative, and tech savvy, with strong competencies in business management, information technology (IT), and human behavior.

If you want to know if your kid is going to be fast, the best genetic test right now is a stopwatch. Take him to the playground and have him face the other kids.' Foster's point is that, despite the avant-garde allure of genetic testing, gauging speed indirectly is foolish and inaccurate compared with testing it directly - like measuring a man's height by dropping a ball from a roof and using the time it takes to hit him in the head to determine how tall he is. Why not just use a tape measure?

There might, Gentlemen, be an impropriety in my taking notice, in this Address to you, of an anonymous production, but the manner in which that performance has been introduced to the army, the effect it was intended to have, together with some other circumstances, will amply justify my observations on the tendency of that Writing. With respect to the advice given by the Author, to suspect the Man, who shall recommend moderate measures and longer forbearance, I spurn it, as every Man, who regards liberty, and reveres that justice for which we contend, undoubtedly must; for if Men are to be precluded from offering their Sentiments on a matter, which may involve the most serious and alarming consequences, that can invite the consideration of Mankind, reason is of no use to us; the freedom of Speech may be taken away, and dumb and silent we may be led, like sheep, to the Slaughter.

The old generation is going. What will the new bring us? What shall we ourselves contribute? <...> Destiny says to us: "Show what is in thee! Now is the moment, now is the hour, else fall back into nothingness! It is thy turn! Give the world thy measure, say thy word, reveal thy nullity or thy capacity. Come forth from the shade! It is no longer a question of promising, thou must perform. The time of apprenticeship is over. Servant, show us what thou hast done with thy talent. Speak now, or be silent forever.

In situations where there are no real feasible solutions to a problem, the gathering and publication of performance data serves as a form of virtue signaling. There is no real progress to show, but the effort demonstrated in gathering and publicizing the data satisfies a sense of moral earnestness. In lieu of real progress, the progress of measurement becomes a simulacrum of success.

if gross miscalculations of a person’s value could occur on a baseball field, before a live audience of thirty thousand, and a television audience of millions more, what did that say about the measurement of performance in other lines of work? If professional baseball players could be over-or undervalued, who couldn’t? Bad as they may have been, the statistics used to evaluate baseball players were probably far more accurate than anything used to measure the value of people who didn’t play baseball for a living.

I am not so much fun Anymore; Couldn’t carry the role of ingenue In a bucket, you say, laughing. And I want to punch you. I was never innocent, but Thanks to you I know things I wish I did not remember. You don’t like it When I talk to the man myself, Specifying quantities and Give him the money Instead of giving it to you And letting you take care of it. You keep asking me, Where’s the dope? Until I finally say, I hid it. The look you give me is Pure bile. Well, fuck you. This isn’t like Buying somebody a drink. You don’t leave your stash out Where I might find it. Finally I think I’ve made you wait Long enough, So I get out the little paper envelope And hand it to you. You are still in charge of This part, so you relax. Performing your junky ritual with Your favorite razor blade, until I ask you how to calculate my dose So I won’t O.D. when I do this And you’re not around. Then you really flip. You tell me it’s a bad idea For me to do this with other people. ** Was it such a good idea For me to do it with you? Do you wait for me to turn up Once every three months So you can get high? Is this our version of that famous Lesbian fight about Nonmonogamy? Let me tell you what I don’t like. I don’t like it when you Take forever to cut up brown powder And cook it down and Suck it up into the needle And measure it, then take Three times as much for yourself AS you give me. I don’t like it when you Fuck me After you’ve taken the needle Out of my arm. You talk too much And spoil my rush. All I really want to do Is listen to the tides of blood Wash around inside my body Telling me everything is Fine, fine, fine._ And I certainly don’t want to Eat you or fuck you Because it will take forever To make you come, If you can come at all, And by then the smack will have worn off And there isn’t any more. I’m trying to remember What the part is that I do like. I think this shit likes me A lot more than I like it. Now you’re hurt and angry because I don’t want to see you again And the truth is, I would love to see you, As long as I knew you were holding. So you tell me Is this what you want? I bet it was what you wanted All along.

Most of us know intuitively that a score on a personality test, a rank on a standardized assessment, a grade point average, or a rating on a performance review doesn’t reflect your, or your child’s, or your students’, or your employees’ abilities. Yet the concept of average as a yardstick for measuring individuals has been so thoroughly ingrained in our minds that we rarely question it seriously.

But the subordination must be to the armed vanguard of all the exploited, of all the toilers, i.e., to the proletariat. Measures must be taken at once, overnight, to substitute for the specific methods of "official administration" by state officials the simple functions of "workmen and managers," functions which are already fully within the capacity of the average city dweller and can well be performed for "workmen's wages.

The key to entering into the Divine Exchange is never our worthiness but always God’s graciousness. Any attempt to measure or increase our worthiness will always fall short, or it will force us into the position of denial and pretend, which produces the constant perception of hypocrisy in religious people. To switch to an “economy of grace” is a switch that is very hard for humans to make. We base almost everything in human culture on achievement, performance, accomplishment, an equal exchange value, or some kind of worthiness gauge. I call it meritocracy. Unless one personally experiences a dramatic and personal breaking of the rules of merit (forgiveness or undeserved goodness), it is almost impossible to disbelieve or operate outside of its rigid logic. This cannot happen theoretically or abstractly. It cannot happen “out there” but must be known personally “in here.

People play differently when they’re keeping score,” the 4DX authors explain. They then elaborate that when attempting to drive your team’s engagement toward your organization’s wildly important goal, it’s important that they have a public place to record and track their lead measures. This scoreboard creates a sense of competition that drives them to focus on these measures, even when other demands vie for their attention. It also provides a reinforcing source of motivation. Once the team notices their success with a lead measure, they become invested in perpetuating this performance.

A central fact about evil is the discrepancy between the importance of the act to the perpetrator and to the victim. This can be called the magnitude gap. The importance of what takes place is almost always much greater for the victim than for the perpetrator. When trying to understand evil, one is always asking, "How could they do such a horrible thing?" But the horror is usually being measured in the victim's terms. To the perpetrator, it is often a very small thing. thing. As we saw earlier, perpetrators generally have less emotion about their acts than do victims. It is almost impossible to submit to rape, pillage, impoverishment, or possible murder without strong emotional reactions, but it is quite possible to perform those crimes without emotion.

It was the merit of Gestalt psychology to make us aware of the remarkable performance involved in perceiving shapes. Take, for example, a ball or an egg: we can see their shapes at a glance. Yet suppose that instead of the impression made on our eye by an aggregate of white points forming the surface of an egg, we were presented with another, logically equivalent, presentation of these points as given by a list of their spatial co-ordinate values. It would take years of labour to discover the shape inherent in this aggregate of figures - provided it could be guessed at all. The perception of the egg from the list of co-ordinate values would, in fact, be a feat rather similar in nature and measure of intellectual achievement to the discovery of the Copernican system.

The culture of a company is the behavior of its leaders. Leaders get the behavior they exhibit and tolerate. You change the culture of the company by changing the behavior of its leaders. You measure the change in culture by measuring the change in the personal behavior of its leaders and the performance of the business.

Yet the drive to assess the performance of workers and to measure forms of labor which, by their nature, are resistant to quantification, has inevitably required additional layers of management and bureaucracy. What we have is not a direct comparison of workers’ performance or output, but a comparison between the audited representation of that performance and output. Inevitably, a short-circuiting occurs, and work becomes geared towards the generation and massaging of representations rather than to the official goals of the work itself.

The limits of endurance running, according to physiologists, could be quantified with three parameters: aerobic capacity, also known as VO2max, which is analogous to the size of a car’s engine; running economy, which is an efficiency measure like gas mileage; and lactate threshold, which dictates how much of your engine’s power you can sustain for long periods of time.

Did you know this is how other families are?...What a peaceful existence. What a joy their lives must be. They open a door and all they've got behind it is a bathroom or living room. Just neutral spaces. And not this endless maze of present rooms and past rooms and the things said in them years ago and everybody's old historical shit all over the place. They're not constantly making the same old mistakes. They're not always hearing the same old shit. They don't do public performances of angst on public transport. Really, these people exist. I'm telling you. The biggest traumas of their lives are things like recarpeting. Bill-paying. Gate-fixing. They don't mind what their kids do in life as long as they're reasonably, you know, healthy. Happy. And every single fucking day is not this huge battle between who they are and who they should be, what they were and what they will be. Go on, ask them. And they'll tell you. No mosque. Maybe a little church. Hardly any sin. Plenty of forgiveness. No attics. No shit in attics. No skeletons in cupboards. No great-grandfathers. I will put twenty quid down now that Samad is the only person in here who knows the inside bloody leg measurement of his great-grandfather. And you know why they don't know? Because it doesn't fucking matter. As far as they're concerned, it's the past. This is what it's like in other families. They're not self-indulgent. They don't run around relishing, relishing the fact that they are utterly dysfunctional. They don't spend their time trying to find ways to make their lives more complicated. They just get on with it.

Indeed, only what does not have a tangible measure can easily be exaggerated in importance. This is the basic reason why the privileged elite in every society has always consisted—and, I submit, will always consist—of members who perform unproductive services under one form or another. Whatever the title under which this elite may receive its share, this share will never be that of worker’s wage—even if, as is possible, it may be called by that name.

Some of the test subjects were given cards that had both words printed in full, like this: Hot: Cold Others used cards that showed only the first letter of the second word, like this: Hot: C The people who used the cards with the missing letters performed much better in a subsequent test measuring how well they remembered the word pairs. Simply forcing their minds to fill in a blank, to act rather than observe, led to stronger retention of information.

In a field you’re already familiar with—like your own job—think carefully about what characterizes good performance and try to come up with ways to measure that, even if there must be a certain amount of subjectivity in your measurement. Then look for those people who score highest in the areas you believe are key to superior performance. Remember that the ideal is to find objective, reproducible measures that consistently distinguish the best from the rest, and if that ideal is not possible, approximate it as well as you can. Once

If you will only consider, you will remember many a person of whom the world never heard and will never hear, whose years have been as full of generosity, loyalty to duty, faith in God, fidelity to every day's work, as those of Franklin or Garfield, Lincoln or Emerson. They, also, have put their hands to the plough and have not looked back. Having made up their minds to what ought to be done, they did not hesitate, did not procrastinate, did not worry or grow anxious, but faithfully performed the duty of the hour. They had faith in Providence, and so did with their might what their hands found to do. They gave, and it was given to them again, "full measure, pressed down and running over." They did good, hoping for nothing again, and the reward came in lives full of content; in cheerfulness, peace, and satisfaction.

They are the appreciators of genius, and as art critic Clive Bell said, “The essential characteristic of a highly civilized society is not that it is creative but that it is appreciative.” By that measure, Vienna was the most highly civilized society to grace the planet. Mozart didn’t compose for an audience but for audiences. One audience was the wealthy patrons—nobles, typically, including the emperor himself. Another audience was the city’s finicky music critics. A third was the public at large, middle-class concertgoers or dust-caked street sweepers attending an open-air, and free, performance. Musical Vienna was not a solo performance. It was a symphony, often harmonious, occasionally discordant, never dull. Mozart was no freak of nature. He was part of a milieu, a musical ecosystem so rich and varied it practically

No matter how well one cultivates vairagya or how diligent one is in performing good actions or what measure of bhakti, devotion, one practises, one will not shed the sense of ‘I’ and ‘mine’ till one has attained knowledge. One can attain self-realisation only if one sheds this attachment to the ego. Only when this ‘I’ is done away with can one attain self-realisation. A man’s devotion to God is to be judged from the extent to which he gives up his stiffness and bends low in humility. Only then will he be, not an impostor, but a truly illumined man, a man of genuine knowledge.

When an object impacts the Moon at high speed, it sets the Moon slightly wobbling. Eventually the vibrations die down but not in so short a period as eight hundred years. Such a quivering can be studied by laser reflection techniques. The Apollo astronauts emplaced in several locales on the Moon special mirrors called laser retroreflectors. When a laser beam from Earth strikes the mirror and bounces back, the round-trip travel time can be measured with remarkable precision. This time multiplied by the speed of light gives us the distance to the Moon at that moment to equally remarkable precision. Such measurements, performed over a period of years, reveal the Moon to be librating, or quivering with a period (about three years) and amplitude (about three meters), consistent with the idea that the crater Giordano Bruno was gouged out less than a thousand years ago.

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.

I went to the room in Great Jones Street, a small crooked room, cold as a penny, looking out on warehouses, trucks and rubble. There was snow on the windowledge. Some rags and an unloved ruffled shirt of mine had been stuffed into places where the window frame was warped and cold air entered. The refrigerator was unplugged, full of record albums, tapes, and old magazines. I went to the sink and turned on both taps all the way, drawing an intermittent trickle. Least is best. I tried the radio, picking up AM only at the top of the dial, FM not at all." The industrial loft buildings along Great Jones seemed misproportioned, broad structures half as tall as they should have been, as if deprived of light by the great skyscraper ranges to the north and south." Transparanoia owns this building," he said. She wanted to be lead singer in a coke-snorting hard-rock band but was prepared to be content beating a tambourine at studio parties. Her mind was exceptional, a fact she preferred to ignore. All she desired was the brute electricity of that sound. To make the men who made it. To keep moving. To forget everything. To be that sound. That was the only tide she heeded. She wanted to exist as music does, nowhere, beyond maps of language. Opal knew almost every important figure in the business, in the culture, in the various subcultures. But she had no talent as a performer, not the slightest, and so drifted along the jet trajectories from band to band, keeping near the fervers of her love, that obliterating sound, until we met eventually in Mexico, in somebody's sister's bed, where the tiny surprise of her name, dropping like a pebble on chrome, brought our incoherent night to proper conclusion, the first of all the rest, transactions in reciprocal tourism. She was beautiful in a neutral way, emitting no light, defining herself in terms of attrition, a skinny thing, near blond, far beyond recall from the hard-edged rhythms of her life, Southwestern woman, hard to remember and forget...There was never a moment between us that did not measure the extent of our true connection. To go harder, take more, die first.

You perform at your highest potential only when you are focusing on the most valuable use of your time. This is the key to personal and business success. It is the central issue in personal efficiency and time management. You must always be asking yourself, What is the most valuable use of my time right now? Discipline yourself to work exclusively on the one task that, at any given time, is the answer to this question. Keep yourself on track and focused on your most important responsibilities by asking yourself, over and over, What is the most valuable use of my time right now? How you can apply this law immediately: 1. Remember that you can do only one thing at a time. Stop and think before you begin. Be sure that the task you do is the highest-value use of your time. Remind yourself that anything else you do while your most important task remains undone is a relative waste of time. 2. Be clear about the most valuable work that you do for your organization. Whatever it is, resolve to concentrate on doing that specific task before anything else. Why are you on the payroll? What specific, tangible, measurable results are expected of you? And of all the different results you are capable of achieving, which are the most important to your career at this moment? Whatever the answer, this is where you must focus your energies, and nowhere else.

Underlying all this activity—in the customhouses, on the wharves, in every place of business—were numbers. Merchants measured out their wares and negotiated prices; customs officers calculated taxes to be levied on imports; scribes and stewards prepared ships’ manifests, recording the values in long columns using Roman numerals. They would have put their writing implements to one side and used either their fingers or a physical abacus to perform the additions, then picked up pen and parchment once again to enter the subtotals from each page on a final page at the end. With no record of the computation itself, if anyone questioned the answer, the entire process would have to be repeated.

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.

All groups and organizations need to know how they are doing against their goals and periodically need to check to determine whether they are performing in line with their mission. This process involves three areas in which the group needs to achieve consensus leading to cultural dimensions that later drop out of awareness and become basic assumptions. Consensus must be achieved on what to measure, how to measure it, and what to do when corrections are needed. The cultural elements that form around each of these issues often become the primary focus for what newcomers to the organization will be concerned about because such measurements inevitably become linked to how each employee is doing his or her job.

Morality and performance of duty are artificial measures that become necessary when something essential is lacking. The more successfully a person was denied access to his or her feelings in childhood, the larger the arsenal of intellectual weapons and the supply of moral prostheses has to be, because morality and a sense of duty are not sources of strength or fruitful soil for genuine affection. Blood does not flow in artificial limbs; they are for sale and can serve many masters. What was considered good yesterday can--depending on the decree of government or party--be considered evil and corrupt today, and vice versa. But those who have spontaneous feelings can only be themselves. They have no other choice if they want to remain true to themselves. Rejection, ostracism, loss of love, and name calling will not fail to affect them; they will suffer as a result and will dread them, but once they have found their authentic self they will not want to lose it. And when they sense that something is being demanded of them to which their whole being says no, they cannot do it. They simply cannot.

Unexpectedly, we found that the factors most people usually think of as driving group performance—i.e., cohesion, motivation, and satisfaction—were not statistically significant. The largest factor in predicting group intelligence was the equality of conversational turn taking; groups where a few people dominated the conversation were less collectively intelligent than those with a more equal distribution of conversational turn taking. The second most important factor was the social intelligence of a group’s members, as measured by their ability to read each other’s social signals. Women tend to do better at reading social signals, so groups with more women tended to do better (see the Social Signals Special Topic Box [at the end of Chapter 7]).

After all, it wasn’t science that had transformed the world, but the marriage of technology and capitalism. The ignorant might blame science for the ills and evils of the modern era, but that was a case of mistaken identity—no research scientist had ever polluted a water table with a PCB, or performed a third-trimester abortion, or denied someone insurance based on a genetic screening, or turned the Internet into a covert way of peering into private lives. Real scientists were invisible outside their own circle of peers. Even Nobel Prize recipients barely registered on the public consciousness, as Brohier well knew. A Heisman Trophy or an Oscar counted for far more—there was no market for Heroes of Science trading cards. Status was still measured in arcane units: bylines, citations, appointments, grants.

There are a number of subjective and objective criteria that I use as a way to rank players. The subjective ones include their ability with both feet; their sense of balance; the disciplined fashion in which they take care of their fitness; their attitude towards training; the consistency between games and over multiple seasons; their demonstrated mastery in several different positions; and the way they add flair to any team for which they play. The objective ones that are impossible to dispute are: the number of goals they have scored; the games they have played for several of the best club teams in the world; the number of League championship and cup medals they have won, and their appearances in World Cups. When you employ this sort of measurement approach, it becomes far easier to define the very highest levels of performance. The people who are least confused about this are other players.

And so, beginning with the small early frustrations and deprivations, the child is helped to govern himself. his ego develops by learning to regulate his own food intake and feces evacuation: he has to learn to adapt to a social schedule, to an external measure of time, in place of a biological schedule of internal urges. In all this he makes a bitter discovery: that he is no longer himself, just by seeking pleasure. There may be more excitement in the world but the fun keep getting interrupted. For some strange reason the mother doesn’t share his glee over a bowel movement on the sofa. The child finds that he has to “earn" the mother’s love by performing in a certain way. He comes to realize that he has to abandon the idea of “total excitement" and “uninterrupted fun," if he wants to keep a secure background of love from the mother. This is what Alfred Adler meant when he spoke of the child’s need for affection as the “lever" of his education. The child learns to accept frustrations so long as the total relationship is not endangered. This is what the psychoanalytic word “ambivalence" so nicely covers: the child may hesitate between giving up what has previously been an assured satisfaction, and proceeding to a new type of conduct which will be rewarded by a new kind of acceptance. Does he want to keep the breast instead of switching to the bottle? He finds that if he makes this switch he gets a special cooing of praise and a little extra attention. Ambivalence describes the process whereby the infant is propelled forward into increasing mastery by his developing ego, while at the same time he is lulled backward into a safe dependence by his need for approval and easy gratification; he is caught in the bind, as we all are, between new and uncertain rewards and tried and tested ones.

We should reinforce modern machining facilities with high performance in line with the global trend of machine industry development, press the production of products, high-speed drawings, and unmanned automation," he said. "We should set up test sites for comprehensive measurement in the factory and allow various load, interlock tests and impact tests depending on the characteristics of the products." 정품구입문의하는곳~☎위커메신저:PP444☎라인:PPPK44↔☎텔레:ppt89[☎?카톡↔rrs9] 정품구입문의하는곳~☎위커메신저:PP444☎라인:PPPK44↔☎텔레:ppt89[☎?카톡↔rrs9] 정품구입문의하는곳~☎위커메신저:PP444☎라인:PPPK44↔☎텔레:ppt89[☎?카톡↔rrs9] On the first day, Kim conducted field guidance on plants in Jagang Province, including the Kanggye Tracker General Factory, the Kanggye Precision Machinery General Factory, the Jangja Steel Manufacturing Machinery Plant and the February 8 Machine Complex. All of these factories are North Korea's leading munitions factories with decades of history. Defense ministers of South Korea, the U.S. and Japan gathered together to discuss ways to cooperate on the denuclearization of the Korean Peninsula and strengthen defense cooperation among the three countries. South Korean Defense Minister Chung Kyung-doo was acting U.S. Defense Secretary Patrick Shannahan and Japanese Defense Minister Takeshi Iwaya at the Shangri-La Hotel in Singapore, where the 18th Asia Security Conference was held from 9 a.m. on Sunday.

Everest attempt at sixty-two, three weeks after undergoing surgery for kidney cancer, marathon des Sables six months after it was amputated fingers and toes, be measured by the diagonal of Fools four weeks after ablation of a metastasis to the lung, is this possible? Cancer does not stop your life, giving up your dreams or your goals, it is simply a parameter to manage, no more, no less than all the other parameters of life. How to ensure that the disease becomes transparent to you and your entourage, almost insignificant in terms of trip you want to accomplish? This is precisely the question that Gerard Bourrat tries to answer in this book. To make a sports performance, to live with her cancer, to live well with amputations, the path is always the same: a goal, the joy of effort, perseverance and faith. This book does not commit you to climb Everest, to run under a blazing sun, walking thousands of miles, it invites you to conquer your own Everest.

Yet the hunger to treat patients still drove Farber. And sitting in his basement laboratory in the summer of 1947, Farber had a single inspired idea: he chose, among all cancers, to focus his attention on one of its oddest and most hopeless variants—childhood leukemia. To understand cancer as a whole, he reasoned, you needed to start at the bottom of its complexity, in its basement. And despite its many idiosyncrasies, leukemia possessed a singularly attractive feature: it could be measured. Science begins with counting. To understand a phenomenon, a scientist must first describe it; to describe it objectively, he must first measure it. If cancer medicine was to be transformed into a rigorous science, then cancer would need to be counted somehow—measured in some reliable, reproducible way. In this, leukemia was different from nearly every other type of cancer. In a world before CT scans and MRIs, quantifying the change in size of an internal solid tumor in the lung or the breast was virtually impossible without surgery: you could not measure what you could not see. But leukemia, floating freely in the blood, could be measured as easily as blood cells—by drawing a sample of blood or bone marrow and looking at it under a microscope. If leukemia could be counted, Farber reasoned, then any intervention—a chemical sent circulating through the blood, say—could be evaluated for its potency in living patients. He could watch cells grow or die in the blood and use that to measure the success or failure of a drug. He could perform an “experiment” on cancer.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

Dear patient (first name, last name)! You are presently located in our experimental state hospital. The measures taken to save your life were drastic, extremely drastic (circle one). Our finest surgeons, availing themselves of the very latest achievements of modern medicine, performed one, two, three, four, five, six, seven, eight, nine, ten operations (circle one) on you. They were forced, acting wholly in your interest to replace certain parts of your organism with parts obtained from other persons, in strict accordance with Federal Law (Rev. Stat. Comm. 1-989/0-001/89/1). The notice you are now reading was thoughtfully prepared in order to help you make the best possible adjustment to these new if somewhat unexpected circumstances in your life, which, we hasten to remind you, we have saved. Although it was found necessary to remove your arms, legs, spine, skill, lungs, stomach, kidneys, liver, other (circle one or more), rest assured that these mortal remains were disposed of in a manner fully in keeping with the dictates of your religion; they were, with the proper ritual, interred, embalmed, mummified, buried at sea, cremated with the ashes scattered in the wind—preserved in an urn—thrown in the garbage (circle one). The new form in which you will henceforth lead a happy and healthy existence may possibly occasion you some surprise, but we promise that in time you will become, as indeed all our dear patients do, quite accustomed to it We have supplemented your organism with the very best, the best, perfectly functional, adequate, the only available (circle one) organs at our disposal, and they are fully guaranteed to last a year, six months, three months, three weeks, six days (circle one).

Thanks largely to the attempts to integrate women into the armed forces of many modern countries, the physical differences between the sexes have been precisely measured.[296] One study found the average U.S. Army female recruit to be 12 centimeters shorter and 14.3 kilograms lighter than her male brethren. Compared to the average male recruit, females had 16.9 fewer kilograms of muscle and 2.6 more kilograms of fat, as well as 55 percent of the upper body strength and 72 percent of the lower body strength. Fat mass is inversely related to aerobic capacity and heat tolerance, hence women are also at a disadvantage when performing activities such as carrying heavy loads, working in the heat and running. Even when the samples were controlled for height, women possessed only 80 percent of the overall strength of men. Only the upper 20 percent of women could do as well physically as the lower 20 percent of men. Had the 100 strongest individuals out of a random group consisting of 100 men and 100 women been selected, 93 would be male and only seven female.[297] Yet another study showed gthat only the upper 5 percent of women are as strong as the median male.[298]

Back from the funeral, we think we felt the grim reaper swing close; we feel him stalking us. We ward off anxiety before the imminent and inescapable annihilation awaiting us by establishing control over our life and field of operations, by projecting an advance representation of what each day brings, and by measuring our enterprises to our forces. We arrange our home and our situation and our workday in such a way that we retain, behind the forms of our performances, a reserve of force for the tasks that will recur the next day. We settle into an occupation that requires only those mental tasks for which we have already contracted the mental skills. We frame our pleasures and our angers, our affections and our vexations, in the patterns and confines of feelings we can repeat indefinitely. We avoid going to places utterly unlike any other, which would leave us wholly astonished, with an astonishment that could never recur. We seek out partners others might also fall in love with, and we love our partner as others love like partners, with a love that we could recycle for another partner should we lose this one. For we sense that were we to expend all our forces on an adventure, discharge all our mental powers on a problem, empty out all the love in our heart on a woman or a man unlike any other, we would be dying in that adventure, that problem, that love.

It mattered very much to this young person. I was inclined to tell him that if he was worried, it probably was a sin, or at the very least, would weigh on him as one. For God also tells us that when you perform an action you believe to be a sin, it still counts as a sin even if it is proven to be permissible. Conscience. Conscience is the ultimate measure of man." "All right, it's a sin," moaned Alif. "I don't care. I don't play Battlecraft. It's for teenagers." "I'm not looking for any particular answer. Don't feel you must agree. I want to know what you think." "I'm not looking for any particular answer. Don't feel you must agree. I want to know what you think." "I think people need a break. It's not like they're out there selling bacon and booze. They want to pretend for a few hours a day that we don't live in this awful hole getting squeezed by State on one side and pious airheads on the other, all while smiling our shit-eating grins so that the oil companies keep shoveling money into our pockets. Surely God wouldn't mind people pretending life is better, even if it involves fictional pork." "But isn't that a dangerous precedent? Fictional pork is one thing-one cannot smell it or taste it, and thus the temptation to go out and consume real pork is low. However, if we were to talk about fictional adultery-I know there are many people who do and say all kinds of dirty things online-then it would be another matter. Those are real desires manifesting themselves on the computer screen. Who knows how many adulterous relationships begin on the Internet and end in the bedroom?" Alif blanched. "And even if they don't," the sheikh continued, "who's to say the spiritual damage isn't real nonetheless? When two people form a relationship online, it isn't a fiction based on real life, it's real life based on a fiction. You believe the person you cannot see or touch is perfect, because she chooses to reveal only the things that she knows will please you. Surely that is dangerous indeed." "You could say the same thing about an arranged marriage," said Alif.

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.

Your career is likely to bear more resemblance to that of a writer than that of an athlete or painter. You should look ahead to your forties as the time when you will be at your peak of creativity, technical proficiency, and energy, and also have enough phronesis to realize your potential. The more your field depends on good judgment that comes only from experience, the longer you can expect to sustain a high level of performance into your fifties and sixties. To put it another way: Even if you wait as late as thirty to start accumulating the fifty thousand chunks of expertise, you will still have completed that apprenticeship when you approach the peak of your other powers in your forties. So push out your time horizon and don’t get frustrated if what you hoped would be a meteoric rise proves to be more measured. You’re not failing; you’re getting better at your craft and can reasonably aspire to master it one day. In the meantime, consult Wikipedia to check on the lives of those who became conspicuously successful at a young age. Ted Sorenson? After JFK was assassinated, he had a financially successful career as an attorney and remained a participant in politics, but, like sports heroes, rock stars, and pure mathematicians, he had to turn forty knowing that his most exciting professional years were behind him. How sad. And how happy you should be that you aren’t going to be a famous presidential aide at thirty-two.

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

The results of the most recent such study were published in Psychological Science at the end of 2008. A team of University of Michigan researchers, led by psychologist Marc Berman, recruited some three dozen people and subjected them to a rigorous, and mentally fatiguing, series of tests designed to measure the capacity of their working memory and their ability to exert top-down control over their attention. The subjects were then divided into two groups. Half of them spent about an hour walking through a secluded woodland park, and the other half spent an equal amount of time walking along busy down town streets. Both groups then took the tests a second time. Spending time in the park, the researchers found, “significantly improved” people’s performance on the cognitive tests, indicating a substantial increase in attentiveness. Walking in the city, by contrast, led to no improvement in test results. The researchers then conducted a similar experiment with another set of people. Rather than taking walks between the rounds of testing, these subjects simply looked at photographs of either calm rural scenes or busy urban ones. The results were the same. The people who looked at pictures of nature scenes were able to exert substantially stronger control over their attention, while those who looked at city scenes showed no improvement in their attentiveness. “In sum,” concluded the researchers, “simple and brief interactions with nature can produce marked increases in cognitive control.” Spending time in the natural world seems to be of “vital importance” to “effective cognitive functioning.

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.

New bureaucracy takes the form not of a specific, delimited function performed by particular workers but invades all areas of work, with the result that – as Kafka prophesied – workers become their own auditors, forced to assess their own performance. Take, for example, the ‘new system’ that OFSTED (Office for Standards in Education) uses to inspect Further Education colleges. Under the old system, a college would have a ‘heavy’ inspection once every four years or so, i.e. one involving many lesson observations and a large number of inspectors present in the college. Under the new, ‘improved’ system, if a college can demonstrate that its internal assessment systems are effective, it will only have to undergo a ‘light’ inspection. But the downside of this ‘light’ inspection is obvious – surveillance and monitoring are outsourced from OFSTED to the college and ultimately to lecturers themselves, and become a permanent feature of the college structure (and of the psychology of individual lecturers). The difference between the old/heavy and new/light inspection system corresponds precisely to Kafka’s distinction between ostensible acquittal and indefinite postponement, outlined above. With ostensible acquittal, you petition the lower court judges until they grant you a non-binding reprieve. You are then free from the court, until the time when your case is re-opened. Indefinite postponement, meanwhile, keeps your case at the lowest level of the court, but at the cost of an anxiety that has never ends. (The changes in OFSTED inspections are mirrored by in the change from the Research Assessment Exercise to the Research Excellence Framework in higher education: periodic assessment will be superseded by a permanent and ubiquitous measurement which cannot help but generate the same perpetual anxiety.)

Silence. Ah (...) Isn't that something? Did you know this is how other families are? They're quiet. Ask one of these people sitting here. They'll tell you. They've got famillies. This is how some families are all the time. And some people like to call these families repressed, or emotionally stunted or whatever, but do you know what I say? (...) I say, lucky fuckers. Lucky, lucky fuckers. (...) What a peaceful existence. What a joy their lives must be. They open a door and all they've got behind it is a bathroom or a lounge. Just neutral spaces. And not this endless maze of present rooms and past rooms and the things said in them years ago and everybody's old historical shit all over the place. They're not constantly making the same old mistakes. They're not always hearing the same old shit. They don't do public performances of angst on public transport. Really, these people exist. I'm telling you. The biggest traumas of their lives are things like recarpeting. Bill-paying. Gate-fixing. They don't mind what their kids do in life as long as they're reasonably, you know, healthy. Happy. And every single fucking day is not this huge battle between who they are and who they should be, what they were and what they will be. Go on, ask them. And they'll tell you. No mosque. Maybe a little church. Hardly any sin. Plenty of forgiveness. No attics. No shit in attics. No skeletons in cupboards. No great-grandfathers. I will put twenty quid down now that Samad is the only person in here who knows the inside bloody leg measurement of his great-grandfather. And you know why they don't know? Because it doesn't fucking matter. As far as they're concerned, it's the past. This is what it's like in other families. They're not self-indulgent. They don't run around, relishing, relishing the fact that they are utterly dysfunctional. They don't spend their time trying to find ways to make their lives more complex. They just get on with it. Lucky bastards. Lucky motherfuckers.

Our Difficulty in Believing in Providence The first obstacle is that, as long as we have not experienced concretely the fidelity of Divine Providence to provide for our essential needs, we have difficulty believing in it and we abandon it. We have hard heads, the words of Jesus do not suffice for us, we want to see at least a little in order to believe! Well, we do not see it operating around us in a clear manner. How, then, are we to experience it? It is important to know one thing: We cannot experience this support from God unless we leave Him the necessary space in which He can express Himself. I would like to make a comparison. As long as a person who must jump with a parachute does not jump out into the void, he cannot feel that the cords of the parachute will support him, because the parachute has not yet had the chance to open. One must first jump and it is only later that one feels carried. And so it is in spiritual life: “God gives in the measure that we expect of Him,” says Saint John of the Cross. And Saint Francis de Sales says: “The measure of Divine Providence acting on us is the degree of confidence that we have in it.” This is where the problem lies. Many do not believe in Providence because they’ve never experienced it, but they’ve never experienced it because they’ve never jumped into the void and taken the leap of faith. They never give it the possibility to intervene. They calculate everything, anticipate everything, they seek to resolve everything by counting on themselves, instead of counting on God. The founders of religious orders proceed with the audacity of this spirit of faith. They buy houses without having a penny, they receive the poor although they have nothing with which to feed them. Then, God performs miracles for them. The checks arrive and the granaries are filled. But, too often, generations later, everything is planned, calculated. One doesn’t incur an expense without being sure in advance to have enough to cover it. How can Providence manifest itself? And the same is true in the spiritual life. If a priest drafts all his sermons and his talks, down to the least comma, in order to be sure that he does not find himself wanting before his audience, and never has the audacity to begin preaching with a prayer and confidence in God as his only preparation, how can he have this beautiful experience of the Holy Spirit, Who speaks through his mouth? Does the Gospel not say, …do not worry about how to speak or what you should say; for what you are to say will be given to you when the time comes; because it will not be you who will be speaking, but the Spirit of your Father will be speaking in you (Matthew 10:19)? Let us be very clear. Obviously we do not want to say that it is a bad thing to be able to anticipate things, to develop a budget or prepare one’s homilies. Our natural abilities are also instruments in the hands of Providence! But everything depends on the spirit in which we do things. We must clearly understand that there is an enormous difference in attitude of heart between one, who in fear of finding himself wanting because he does not believe in the intervention of God on behalf of those who lean on Him, programs everything in advance to the smallest detail and does not undertake anything except in the exact measure of its actual possibilities, and one who certainly undertakes legitimate things, but who abandons himself with confidence in God to provide all that is asked of him and who thus surpasses his own possibilities. And that which God demands of us always goes beyond our natural human possibilities!

I have just spoken of that morbid condition of the auditory nerve which rendered all music intolerable to the sufferer, with the exception of certain effects of stringed instruments. It was, perhaps, the narrow limits to which he thus confined himself upon the guitar which gave birth, in great measure, to the fantastic character of his performances. But the fervid facility of his impromptus could not be so accounted for. They must have been, and were, in the notes, as well as in the words of his wild fantasies (for he not unfrequently accompanied himself with rhymed verbal improvisations), the result of that intense mental collectedness and concentration to which I have previously alluded as observable only in particular moments of the highest artificial excitement. The words of one of these rhapsodies I have easily remembered. I was, perhaps, the more forcibly impressed with it as he gave it, because, in the under or mystic current of its meaning, I fancied that I perceived, and for the first time, a full consciousness on the part of Usher of the tottering of his lofty reason upon her throne. The verses, which were entitled “The Haunted Palace,” ran very nearly, if not accurately, thus:— I. In the greenest of our valleys, By good angels tenanted, Once a fair and stately palace— Radiant palace—reared its head. In the monarch Thought’s dominion— It stood there! Never seraph spread a pinion Over fabric half so fair. II. Banners yellow, glorious, golden, On its roof did float and flow (This—all this—was in the olden Time long ago); And every gentle air that dallied, In that sweet day, Along the ramparts plumed and pallid, A winged odor went away. III. Wanderers in that happy valley Through two luminous windows saw Spirits moving musically To a lute’s well-timed law; Round about a throne, where sitting (Porphyrogene!) In state his glory well befitting, The ruler of the realm was seen. IV. And all with pearl and ruby glowing Was the fair palace door, Through which came flowing, flowing, flowing And sparkling evermore, A troop of Echoes whose sweet duty Was but to sing, In voices of surpassing beauty, The wit and wisdom of their king. V. But evil things, in robes of sorrow, Assailed the monarch’s high estate; (Ah, let us mourn, for never morrow Shall dawn upon him, desolate!) And, round about his home, the glory That blushed and bloomed Is but a dim-remembered story Of the old time entombed. VI. And travellers now within that valley, Through the red-litten windows see Vast forms that move fantastically To a discordant melody; While, like a rapid ghastly river, Through the pale door; A hideous throng rush out forever, And laugh—but smile no more.

On true penance and the holy life. Many people think that they are achieving great things in external works such as fasting, going barefoot and other such practices which are called penances. But true penance, and the best kind of penance, is that whereby we can improve ourselves greatly and in the highest measure, and this consists in turning entirely away from all that is not God or of God in ourselves and in all creatures, and in turning fully and completely towards our beloved God in an unshakeable love so that our devotion and desire for him become great. In whatever kind of good work you possess this the more, the more righteous you are, and the more there is of this, the truer the penance and the more it expunges sin and all its punishment. Indeed, in a short space of time you could turn so firmly away from all sin with such revulsion, turning just as firmly to God, that had you committed all the sins since Adam and all those which are still to be, you would be forgiven each and every one together with their punishment and, were you then to die, you would be brought before the face of God. This is true penance, and it is based especially and consummately on the precious suffering in the perfect penance of our Lord Jesus. Christ The more we share13 in this, the more all sin falls away from us, together with the punishment for sin. In all that we do and at all times we should accustom ourselves to sharing in the life and work of our Lord Jesus Christ, in all that he did and chose not to do, in all that he suffered and experienced, and we should be always mindful of him as he was of us. This form of penance is a mind raised above all things into God, and you should freely practise those kinds of works in which you find that you can and do possess this the most. If any external work hampers you in this, whether it be fasting, keeping vigil, reading or whatever else, you should freely let it go without worrying that you might thereby be neglecting your penance. For God does not notice the nature of the works but only the love, the devotion and the spirit which is in them. For he is not so much concerned with our works as with the spirit with which we perform them all and that we should love him in all things. They for whom God is not enough are greedy. The reward for all your works should be that they are known to God and that you seek God in them. Let this always be enough for you. The more purely and simply you seek him, the more effectively all your works will atone for your sins. You could also call to mind the fact that God was a universal redeemer of the world, and that I owe him far greater thanks therefore than if he had redeemed me alone. And so you too should be the universal redeemer of all that you have spoiled in yourself through sin, and you should commend yourself altogether to him with all that you have done, for you have spoiled through sin all that is yours: heart, senses, body, soul, faculties, and whatever else there is in you and about you. All is sick and spoiled. Flee to him then in whom there is no fault but rather all goodness, so that he may be a universal redeemer for all the corruption both of your life within and your life in the world.

Simonton finds that on average, creative geniuses weren’t qualitatively better in their fields than their peers. They simply produced a greater volume of work, which gave them more variation and a higher chance of originality. “The odds of producing an influential or successful idea,” Simonton notes, are “a positive function of the total number of ideas generated.” Consider Shakespeare: we’re most familiar with a small number of his classics, forgetting that in the span of two decades, he produced 37 plays and 154 sonnets. Simonton tracked the popularity of Shakespeare’s plays, measuring how often they’re performed and how widely they’re praised by experts and critics. In the same five-year window that Shakespeare produced three of his five most popular works—Macbeth, King Lear, and Othello—he also churned out the comparatively average Timon of Athens and All’s Well That Ends Well, both of which rank among the worst of his plays and have been consistently slammed for unpolished prose and incomplete plot and character development. In every field, even the most eminent creators typically produce a large quantity of work that’s technically sound but considered unremarkable by experts and audiences. When the London Philharmonic Orchestra chose the 50 greatest pieces of classical music, the list included six pieces by Mozart, five by Beethoven, and three by Bach. To generate a handful of masterworks, Mozart composed more than 600 pieces before his death at thirty-five, Beethoven produced 650 in his lifetime, and Bach wrote over a thousand. In a study of over 15,000 classical music compositions, the more pieces a composer produced in a given five-year window, the greater the spike in the odds of a hit. Picasso’s oeuvre includes more than 1,800 paintings, 1,200 sculptures, 2,800 ceramics, and 12,000 drawings, not to mention prints, rugs, and tapestries—only a fraction of which have garnered acclaim. In poetry, when we recite Maya Angelou’s classic poem “Still I Rise,” we tend to forget that she wrote 165 others; we remember her moving memoir I Know Why the Caged Bird Sings and pay less attention to her other 6 autobiographies. In science, Einstein wrote papers on general and special relativity that transformed physics, but many of his 248 publications had minimal impact. If you want to be original, “the most important possible thing you could do,” says Ira Glass, the producer of This American Life and the podcast Serial, “is do a lot of work. Do a huge volume of work.” Across fields, Simonton reports that the most prolific people not only have the highest originality; they also generate their most original output during the periods in which they produce the largest volume.* Between the ages of thirty and thirty-five, Edison pioneered the lightbulb, the phonograph, and the carbon telephone. But during that period, he filed well over one hundred patents for other inventions as diverse as stencil pens, a fruit preservation technique, and a way of using magnets to mine iron ore—and designed a creepy talking doll. “Those periods in which the most minor products appear tend to be the same periods in which the most major works appear,” Simonton notes. Edison’s “1,093 patents notwithstanding, the number of truly superlative creative achievements can probably be counted on the fingers of one hand.

...he [Perry Hildebrandt] broached the subject of goodness and its relation to intelligence. He'd come to the reception for selfless reasons, but he now saw that he might get not only a free buzz but free advise from, as it were, two professionals. 'I suppose what I'm asking,' he said, 'is whether goodness can ever truly be its own reward, or whether, consciously or not, it always serves some personal instrumentality.' Reverend Walsh [Trinity Lutheran] and the rabbi [Meyer] exchanged glances in which Perry detected pleasant surprise. It gratified him to upset their expectations of a fifteen-year-old. 'Adam may have a different answer,' the rabbi said, but in the Jewish faith there is really only one measure of righteousness: Do you celebrate God and obey His commandments?' 'That would suggest,' Perry said, 'that goodness and God are essentially synonymous.' 'That's the idea,' the rabbi said. 'In biblical times, when God manifested Himself more directly. He could seem like quite the hard-ass--striking people blind for trivial offenses, telling Abraham to kill his son. But the essence of the Jewish faith is that God does what He does, and we obey Him.' 'So, in other words, it doesn't matter what a righteous person's private thoughts are, so long as he obeys the letter of God's commandments?' 'And worships Him, yes. Of course, at the level of folk wisdom, a man can be righteous without being a -mensch.- I'm sure you see this, too, Adam--the pious man who makes everyone around him miserable. That might be what Perry is asking about.' 'My question,' Perry said, 'is whether we can ever escape our selfishness. Even if you bring in God, and make him the measure of goodness, the person who worships and obeys Him still wants something for himself. He enjoys the feeling of being righteous, or he wants eternal life, or what have you. If you're smart enough to think about it, there's always some selfish angle.' The rabbi smiled. 'There may be no way around it, when you put it like that. But we "bring in God," as you say--for the believer, of course, it's God who brought -us- in--to establish a moral order in which your question becomes irrelevant. When obedience is the defining principle, we don't need to police every little private thought we might have.' 'I think there's more to Perry's question, though,' Reverend Walsh said. 'I think he is pointing to sinfulness, which is our fundamental condition. In Christian faith, only one man has ever exemplified perfect goodness, and he was the Son of God. The rest of us can only hope for glimmers of what it's like to be truly good. When we perform an act of charity, or forgive an enemy, we feel the goodness of Christ in our hearts. We all have an innate capability to recognize true goodness, but we're also full of sin, and those two parts of us are constantly at war.' 'Exactly,' Perry said. 'How do I know if I'm really being good or if I'm just pursuing a sinful advantage?' 'The answer, I would say, is by listening to your heart. Only your heart can tell you what your true motive is--whether it partakes of Christ. I think my position is similar to Rabbi Meyer's. The reason we need faith--in our case, faith in the Lord Jesus Christ--is that it gives us a rock-solid basis for evaluating our actions. Only through faith in the perfection of our Savior, only by comparing our actions to his example, only by experiencing his living presence in our hearts, can we hope to be forgiven for the more selfish thoughts we might have. Only faith in Christ redeems us. Without him, we're lost in a sea of second-guessing our motives.