Measuring Impact Quotes

The strength of a woman is not measured by the impact that all her hardships in life have had on her; but the strength of a woman is measured by the extent of her refusal to allow those hardships to dictate her and who she becomes.

A relationship should not be measured in months or years. It's the calibre of the memories that matter. Their impact, their permanence, and the degree to which they change you. I've had relationships lasting years I can now scarcely recollect, and hours with others that feel like infinities.

A life's impact can be measured by what it gives and what it leaves behind, but it can also be measured by what it steals from the world.

The great American writer Ralph Waldo Emerson wrote, ‘It is not the length of life, but the depth of life.’ You don’t need a long lifetime to make an impact on this world. You just need the will to do so.

What is the impact of not being valued? How do you measure the loss of what a human being does not receive?

If you wear black, then kindly, irritating strangers will touch your arm consolingly and inform you that the world keeps on turning. They're right. It does. However much you beg it to stop. It turns and lets grenadine spill over the horizon, sends hard bars of gold through my window and I wake up and feel happy for three seconds and then I remember. It turns and tips people out of their beds and into their cars, their offices, an avalanche of tiny men and women tumbling through life... All trying not to think about what's waiting at the bottom. Sometimes it turns and sends us reeling into each other's arms. We cling tight, excited and laughing, strangers thrown together on a moving funhouse floor. Intoxicated by the motion we forget all the risks. And then the world turns... And somebody falls off... And oh God it's such a long way down. Numb with shock, we can only stand and watch as they fall away from us, gradually getting smaller... Receding in our memories until they're no longer visible. We gather in cemeteries, tense and silent as if for listening for the impact; the splash of a pebble dropped into a dark well, trying to measure its depth. Trying to measure how far we have to fall. No impact comes; no splash. The moment passes. The world turns and we turn away, getting on with our lives... Wrapping ourselves in comforting banalities to keep us warm against the cold. "Time's a great healer." "At least it was quick." "The world keeps turning." Oh Alec— Alec's dead.

Each day offers you an opportunity to overcome obstacles and fears in your life. Those victories, however small they appear, are significant and don’t need to be measured against or compared with those of someone else. They stand on their own as important measures of your own personal capabilities.

You don’t need a long lifetime to make an impact on this world. You just need the will to do so.

The volume of your impacts is measured by the direction of your movements, the passion with which you inspire and the attitudes by which you make an influence!

Each person has the potential of making a positive impact on the world. It all depends on what you do with what you have. Success is not to be measured by the amount of money you possess or the position you attain but rather in how you use both. Position and money can be squandered or abused, but they can also be used to help others.

Great literary works are not measured by the number of words, but by the impact they create.

Our lives are measured in moments, and defining moments are the ones that endure in our memories.

But exactly how do you build engagement? A two-year Deloitte study found that no single factor has more impact than “clearly defined goals that are written down and shared freely. . . . Goals create alignment, clarity, and job satisfaction.

A man should not measure his success in life by the type of work he does, or by the medals he has won, but by the impact he has had on those around him, especially his family.” -Salvador Ortiz to his son Lazaro

Those who consistently attempt multitasking find it harder to ignore irrelevant information and take longer moving between tasks—in other words, for all their frantic activity, they’re actually wasting time. And

The secret killer of innovation is shame. You can’t measure it, but it is there. Every time someone holds back on a new idea, fails to give their manager much needed feedback, and is afraid to speak up in front of a client you can be sure shame played a part. That deep fear we all have of being wrong, of being belittled and of feeling less than, is what stops us taking the very risks required to move our companies forward. If you want a culture of creativity and innovation, where sensible risks are embraced on both a market and individual level, start by developing the ability of managers to cultivate an openness to vulnerability in their teams. And this, paradoxically perhaps, requires first that they are vulnerable themselves. This notion that the leader needs to be “in charge” and to “know all the answers” is both dated and destructive. Its impact on others is the sense that they know less, and that they are less than. A recipe for risk aversion if ever I have heard it. Shame becomes fear. Fear leads to risk aversion. Risk aversion kills innovation.

When it comes to loving D/ s relationships, the three little words mostly likely to have a significant , positive, and lasting impact on your partner’s well-being is probably “I love you.” Once we venture beyond that simple three-word endearment, however, the competition gets much stiffer. If I had to predict a winner in the four little words category, I’d choose “I believe in you.” When a Dominant believes in his submissive, she eventually grows to believe in herself. That sort of empowerment is priceless beyond measure, and almost always bears sweet fruit.

But as nearly every denomination in the United States faces declining membership and waning influence, Christians may need to get used to the idea of measuring significance by something other than money, fame, and power. No one ever said the fruit of the Spirit is relevance or impact or even revival. The fruit of the Spirit is love, joy, peace, patience, kindness, goodness, faithfulness, gentleness, and self-control—the sort of stuff that, let’s face it, doesn’t always sell.

There is no such thing as constructive criticism,” says John Gottman. “All criticism is painful.” He is correct. We never like to hear that there is something “wrong” with us, or that something needs changing, especially if this message is coming from the loved one we most depend on. Psychologist Jill Hooley’s work at Harvard measures the impact of critical, hostile comments made by loved ones and shows just how venomous disparagement by those we rely on can be. This censure may even trigger relapse of mental illness, such as depression.

As helpers, we often feel the need to see our impact in tangible, measurable ways. We allow negative language into our head about the “broken system;” we look through a lens of “it doesn’t matter, I can’t make a difference”. These ideas are surely contributing to our burnout.

thinking: a rather prosaic, low-tech concept, easily forgotten and routinely underrated. But

It is not the length of life, but the depth of life.’ You don’t need a long lifetime to make an impact on this world. You just need the will to do so.

If we don’t measure the impact of our efforts on the objectives of those we are serving, we will remain blind to important ways we need to adjust and will end up not serving others well.

She hated those boys and knew that they were stupid and hence their opinions were baseless and the impact of their lives on the planet would be measured only in undifferentiated emissions of methane and nitrates . . . but still.

One only has to watch aging siblings scrap over the worthless pots and pans and scuffed furniture of a deceased parent's estate- like toddlers over toys- to see how desperate is the need to wrest some last, pathetic, tangible measure of their parent's devotion.

Questions are the heart and soul of constructive conflict. They open up the exploration, bring in new information, and reframe debate. When

the road to success is littered with mistakes, it matters more to build trust and encourage ambition than to reward obedience. At

The decision to act against evil is not measured by the impact it has on the evil but by the impact it has on the person who acts.

You'll never see a U-Haul behind a hearse,' Denzel Washington often said as we worked together on 'Fences.' 'I don't care how much money you have or what level of notoriety you've achieved, you can't take any of it with you.' There is a cap on earthly success, a ceiling on the amount of joy that possessions and awards can bring before disillusionment sets in. Our appearance, our prosperity, the applause: all of it is so fleeting. But a life of true significance has unlimited impact. It is measured in how well we've loved those around us, how much we've given away, how many seeds we've sown along our path. During her ninety-six years, Ms. [Cicely] Tyson has discovered the potent elixir: she has lived a life of that is bigger than she is, an existence grounded in purpose and flourishing in service to others. That is her defining masterpiece. That is her enduring gift to us all. [Viola Davis, Foreword]

Even a single positive action lifting another woman up creates a ripple effect that carries on far beyond the original act and has an impact that’s difficult to measure. When you lift another woman up, you inspire others around you to do the same. And those opportunities continue to be passed on.

My father who got cages instead of compassion. My father whose whole story no one of us will ever know. What did it do to him, all those years locked away, all that time in chains, all those days upon days without human touch except touch meant to harm - hand behind your back, N****r. Get on the fucking wall, N****r! Lift your sac, N****r. Don't look at me like that or I will f*****g kill your Black ass. It would be easy to speculate about the impact of years of cocaine use on my father's heart, but I suspect that it will tell us less than if we could measure the cumulative effects of hatred, racism and indignity. What is the impact of years of strip searches, of being bent over, the years before that when you were a child and knew that no dream you had for yourself was taken seriously by anyone, that you were not someone who would be fully invested in by a nation that treated you as expendable?

One of the reasons the team on NCIS works so well-is that they live by their leader's rules-which are not a secret . What are your rules/standards? Do the people in your life know what they are? Do you hold grudges/resentments when they don't measure up? Do you pretend that everything is fine-when it's not-and close up a little every day? And most importantly- When was the last time YOU reviewed/upgraded your standards/expectations rules-and took a look at the impact around you/checked in? (Hint-most people live from rules/standards/expectations created from reactions/perceptions formed around the age of six) Might be time for a review/upgrade........

It’s when we stop and think that we rediscover the courage, wit, compassion, imagination, delight, frustration, discovery, and devotion that work can provoke—in short, all the things at work that do count, beyond measure.

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

1. Watch—What’s happening? What’s working and what’s not? 2. Ideate—What could you improve? What are your options? 3. Guess—Based on what you’ve learned so far, which of your ideas do you think will make the biggest impact? 4. Which?—Decide which change to make. 5. Act—Actually make the change. 6. Measure—What happened? Was the change positive or negative? Should you keep the change, or go back to how things were before this iteration? Iteration is a cycle—

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

affirmative action, when fully implemented, can make a measurably positive impact on the socioeconomic outlook for women and people of color who are in the position to benefit from it. Is it the final answer we’ve been waiting for to end racial oppression? Absolutely not. In truth, even if implemented across the public and private sectors, even if vigorously enforced, affirmative action will never be more than a Band-Aid

But as nearly every denomination in the United States faces declining membership and waning influence, Christians may need to get used to the idea of measuring significance by something other than money, fame, and power. No one ever said the fruit of the Spirit is relevance or impact or even revival

We move out over the ocean, and …I am looking straight down at the waves underneath me. The mid-morning sun is low and each crest flashes silver, silver, until it crashed into the rocky beach….and turns to foam. The rocks are broken into sand, and each grain …eventually…is broken down further. And as each grief crashes into us, we are broken too. We are rendered down and broken apart. Maybe some scientist could determine our ages by the size and number of pieces into which we’ve been broken? Maybe she could look at our pieces and measure the weight in impact of every grief and joy and agony. Maybe.

Theater gives them what a computer takes away, what no classroom teacher can teach. They learn to work with other people. They learn patience and tolerance and how to be deferential to each other. They learn to be good citizens. It’s unifying. It has an impact on kids that can’t be quantified. Educators don’t know how to measure it.

You can’t measure love by time put in, but the weight of those moments. Some in life are light, like a touch. Others, you can’t help but stagger beneath.

A religion might best be measured not by its myths but by its impact.

Your patriotism is not measured by what your country can do for you. It's all about what you can do for your country for your own benefit and for the benefit of unborn generations!

Since high capacity utilization simultaneously raises efficiency and increases delay cost, we need to look at the combined impact of these two factors. We can only do so if we express both factors in the same unit of measure, life-cycle profits. If we do this, we will always conclude that operating a product development process near full utilization is an economic disaster.

But unlike traditional measures of success—like money, titles, or status—the creative mind is driven by a desire to see creativity come to life. Success is making an impact in what matters most to you.

For a service business, nothing is more valuable than engaged employees who feel they can make a difference and want to stay with the organization. Turnover is costly. The best turnover is internal turnover, where people are growing their careers within your enterprise rather than moving someplace else. People aren’t wired to be nomads. They just need to find a place where they feel they can make a real impact.

Sixty-six million years ago, an asteroid impact caused a dust cloud so huge that darkness may have pervaded Earth for two years, virtually stopping photosynthesis and leading to the extinction of 75 percent of land animals. Measured against these disasters, we're just not that important. When Earth is done with us, it'll be like, "Well, that Human Pox wasn't great, but at least I didn't get Large Asteroid Syndrome.

*One clue that there’s something not quite real about sequential time the way you experience it is the various paradoxes of time supposedly passing and of a so-called ‘present’ that’s always unrolling into the future and creating more and more past behind it. As if the present were this car—nice car by the way—and the past is the road we’ve just gone over, and the future is the headlit road up ahead we haven’t yet gotten to, and time is the car’s forward movement, and the precise present is the car’s front bumper as it cuts through the fog of the future, so that it’s now and then a tiny bit later a whole different now, etc. Except if time is really passing, how fast does it go? At what rate does the present change? See? Meaning if we use time to measure motion or rate—which we do, it’s the only way you can—95 miles per hour, 70 heartbeats a minute, etc.—how are you supposed to measure the rate at which time moves? One second per second? It makes no sense. You can’t even talk about time flowing or moving without hitting up against paradox right away. So think for a second: What if there’s really no movement at all? What if this is all unfolding in the one flash you call the present, this first, infinitely tiny split-second of impact when the speeding car’s front bumper’s just starting to touch the abutment, just before the bumper crumples and displaces the front end and you go violently forward and the steering column comes back at your chest as if shot out of something enormous? Meaning that what if in fact this now is infinite and never really passes in the way your mind is supposedly wired to understand pass, so that not only your whole life but every single humanly conceivable way to describe and account for that life has time to flash like neon shaped into those connected cursive letters that businesses’ signs and windows love so much to use through your mind all at once in the literally immeasurable instant between impact and death, just as you start forward to meet the wheel at a rate no belt ever made could restrain—THE END." footnote ("Good Old Neon")

I’m a bit psychic.” She glances up at him, measuring the impact of her words, then returns her gaze to the fire. “It left me wide open to people’s emotions when I was younger. I didn’t know how to shield myself. I didn’t believe what I’m telling you now, that people have to carry their own burdens, that they’re responsible for their own emotional journeys. I sank under the weight of it all. And so I started drinking.

As we journey through life, true success isn’t measured by wealth or accolades, but by the impact we leave on others. When we uplift those around us, we create a legacy far greater than any personal achievement.

amplify that pain by asking the following questions: “How long has this been going on?” “Do you see this getting better or worse?” “How do you see yourself in two years?” “How has it affected your health or your family?” In essence, you want to make sure that you make your prospect talk about their pain. These types of questions will have a powerful impact on opening the prospect’s mind to receiving information, which they will now measure against their pain.

KickStart, started in July 1991 by Martin Fisher and Nick Moon, demonstrates how two individuals can make a significant and measurable impact. Founded to give millions of people the technological means to lift themselves out of poverty,

It would be easy to speculate about the impact of years of cocaine use on my father's heart, but I suspect that it will tell us less than if we could measure the cumulative effects of hatred, racism and indignity. What is the impact of years of strip searches, of being bent over, the years before that when you were a child and knew that no dream you had for yourself was taken seriously by anyone, that you were not someone who would be fully invested in by a nation that treated you as expendable?

So the challenge, as you contemplate your next opportunity to be boring or remarkable, is to answer these two questions: (1) "If I get criticized for this, will I suffer any measurable impact? Will I lose my job, get hit upside the head with a softball bat, or lose important friendships?" If the only side effect of the criticism is that you will feel bad about the criticism, then you have to compare that bad feeling with the benefits you'll get from actually doing something worth doing. Being remarkable is exciting, fun, profitable, and great for your career. Feeling bad wears off. And then, once you've compared the bad feeling and the benefits, and you've sold yourself on taking the remarkable path, answer this one: (2) How can I create something that critics will criticize?

The apps start out with seemingly simple motivations, as entertainment that could lead to a business: Facebook is for connecting with friends and family, YouTube is for watching videos, Twitter is for sharing what’s happening now, and Instagram is for sharing visual moments. And then, as they enmesh themselves in everyday life, the rewards systems of their products, fueled by the companies’ own attempts to measure their success, have a deeper impact on how people behave than any branding or marketing could ever achieve.

Microbiology teaches us that size is no measure of significance; even the smallest microbe can wield immense power. Microbes are the silent warriors; these tiniest beings possess the strength to spark a revolution that can have monumental impacts in the world of science.

Relationships with expiration dates teach us that love doesn’t have to last forever to be meaningful. That someone doesn’t have to stick around to make an impact. That the best things in life are not always measured by their longevity but by their intensity. Their complexity.

WHILE ALL OF THE ABOVE MAY MAKE SENSE AS YOU ARE reading it now, I understand that it does little to help in conversations where people are entrenched in their definition of racism that does not consider systems of power. So how do you move forward in discussion of race when accusations of “reverse racism” and “racism against whites” start flying? First off, understand that this is almost always a defensive reaction to feelings of fear, guilt, or confusion. This is an attempt either to move conversation to a place where the person you are talking to is more comfortable, or to end the conversation completely. Consider restating your intention in engaging in this conversation and ask the person you are talking to to confirm what they are talking about: “I am talking about issues of systemic racism, which is measurably impacting the health, wealth, and safety of millions of people of color. What are you talking about right now?” Often, if somebody is just trying to use “reverse racism” arguments to shut you down, this is where they will just repeat themselves or claim that you are a hypocrite if you will not shift the conversation instead to the grievances against them that they just decided to bring up. If this happens, it is pretty obvious that you aren’t actually having a conversation and it is probably best to walk away and maybe try again later if productive conversation is actually your goal.

Moments in time would be much better measured by the magnitude of their meaning and their impact, as opposed to their actual cumulative duration in minutes, days or years. A single moment of emotion can carry so much more weight than a thousand moments of unfeeling or uncaring experience.

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.

Experiencing the selflessness, timelessness, effortlessness, and richness of nonordinary states of consciousness can accelerate learning, facilitate healing, and provide measurable impact in our lives and work. But we have to revise or tactics and upend convention to make the most of those advantages.

To be exploited fundamentally means to be confused. When you're not confused you can't be exploited because you have clarity about the situation. To confuse people you must provide contradictory information. People who really want to do you harm will provide you confusing measures of good and bad feedback because that keeps you disorientated. Evil always want to camouflage itself as virtue witch means all the bad things that evil does is called justice against immorality. So they camouflage their brutality as a mask of virtue. Camouflage is so fundamentally an aspect of the predator-prey relationships. The mugger does not camouflage himself but, that's because he can leave. He is gonna run off and you'll never find him or catch him or at least that's the goal or plan right? The relationships were you're supposed to stay and continue to provide resources are the ones were camouflage is the most essential because you're constantly looking at somebody who is a predator and that have to continually camouflage themselves as somebody who is not a predator. The most fundamental thing is the camouflage of non-empathy with empathy. This is why people who lack empathy always use the language of empathy and that's whats so confusing. There are a lot of great antidotes to this. I mean, you just ask that person questions about yourself that they dont have any self interest in knowing and find out whether they know the answers. All the things personal to you that dont have any direct impact on the other person. It's a great way to find out whether they have empathy or curiosity about you or not.

Seventy percent of US companies now use open-plan offices and hot desking in the hope that these free-form physical structures will provoke free-form thinking. This architectural determinism isn’t entirely convincing—there’s plenty of evidence that people find open workspaces noisy, distracting, and impersonal. Walking through several such workspaces recently, I couldn’t help but notice how hard everyone was working to simulate privacy. Plugged into headphones, surrounded by stacks of books and temporary dividers, defensiveness was more evident than openness. Architecture alone won’t change mindsets and tearing down physical walls won’t demolish the mental silos that trap thinking.

It was the mystery that biologists from Darwin onwards had been longing to solve. How could we understand the ability of fish and seals to survive in the cold dark waters of the Antarctic? How could humans see inside a biotope that was sealed with layers of ice? What would the Earth look like from the sky, if we crossed the Mediterranean on the back of a goose? How did it feel to be a bee? How could we measure the speed of an insect’s wings and its heartbeat, or monitor its blood pressure and eating patterns? What was the impact of human activities, like shipping noise or subsea explosions, on mammals in the depths? How could we follow animals to places where no human could venture?

The next step in the process is to measure the impact that these increases in reach have on your number of new transacting customers. The secret to a company’s reach strategy lies in the program’s ability not only to acquire fans, followers, subscribers and connections, but to convert them through its use of social media into transacting customers.

Since knowledge and ideas are an important part of cultural heritage, social interaction and business transactions, they retain a special value for many societies. Logically, if the associated electronically formatted information is valued, preventive and detective measures are necessary to ensure minimum organizational impact from an IPR security breach.

Despite the intervening six decades of scientific inquiry since Selye’s groundbreaking work, the physiological impact of the emotions is still far from fully appreciated. The medical approach to health and illness continues to suppose that body and mind are separable from each other and from the milieu in which they exist. Compounding that mistake is a definition of stress that is narrow and simplistic. Medical thinking usually sees stress as highly disturbing but isolated events such as, for example, sudden unemployment, a marriage breakup or the death of a loved one. These major events are potent sources of stress for many, but there are chronic daily stresses in people’s lives that are more insidious and more harmful in their long-term biological consequences. Internally generated stresses take their toll without in any way seeming out of the ordinary. For those habituated to high levels of internal stress since early childhood, it is the absence of stress that creates unease, evoking boredom and a sense of meaninglessness. People may become addicted to their own stress hormones, adrenaline and cortisol, Hans Selye observed. To such persons stress feels desirable, while the absence of it feels like something to be avoided. When people describe themselves as being stressed, they usually mean the nervous agitation they experience under excessive demands — most commonly in the areas of work, family, relationships, finances or health. But sensations of nervous tension do not define stress — nor, strictly speaking, are they always perceived when people are stressed. Stress, as we will define it, is not a matter of subjective feeling. It is a measurable set of objective physiological events in the body, involving the brain, the hormonal apparatus, the immune system and many other organs. Both animals and people can experience stress with no awareness of its presence. “Stress is not simply nervous tension,” Selye pointed out. “Stress reactions do occur in lower animals, and even in plants, that have no nervous systems…. Indeed, stress can be produced under deep anaesthesia in patients who are unconscious, and even in cell cultures grown outside the body.” Similarly, stress effects can be highly active in persons who are fully awake, but who are in the grip of unconscious emotions or cut off from their body responses. The physiology of stress may be triggered without observable effects on behaviour and without subjective awareness, as has been shown in animal experiments and in human studies.

Although these actors and their views were part of the strategic landscape, our strategic planning still seldom factored them into the equation. Third, at an operational, even tactical level, the battlefield was now global. An enemy group could plot and plan on one side of the planet and execute on the other side in days, if not hours. In cyberspace, impact could be measured in seconds. If these emerging and converging factors were changing the nature of warfare, then what was the role of intelligence? How would we identify and discern these micro-actors with macro-impact bouncing around a global battlefield, burrowing into the human terrain and employing deception and denial tactics? Intelligence seemed to be getting harder even as it was becoming more important.

While higher arrest and conviction rates, longer prison sentences, and the death penalty all reduce murders generally, none of these measures had a consistent impact on mass public shootings. Nor did any of the restrictive gun laws. Only one single policy was found to effectively reduce these attacks: the passage of right-to-carry laws, which permit law-abiding citizens to carry concealed handguns.

The most important thing you can do is to get into an iteration cycle where you can measure the impact of your work, have a hypothesis about how making changes will affect those variables, and ship changes regularly. It doesn't even matter that much what the content is - it's the iteration of hypothesis, changes, and measurement that will make you better at a faster rate than anything else we have seen.

Being a leader doesn’t mean you have people reporting to you on an organizational chart—leadership is about inspiring and motivating those around you. A good leader affects a team’s ability to deliver code, architect good systems, and apply Lean principles to how the team manages its work and develops products. All of these have a measurable impact on an organization’s profitability, productivity, and market share.

Studies of teenage behavior shows that the terrible teens is not a biological necessity, as a number of cultures don’t experience this phenomenon. A study of teenagers in Western cultures found that these teenagers have fewer choices than a felon in prison. Food for thought. Finding a way to make a choice, however small, seems to have a measurable impact on the brain, shifting you from an away response to a toward response.

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.

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

About some books we feel that our reluctance to return to them is the true measure of our admiration. It is hard to suppose that many people go back, from a spontaneous desire, to reread 1984: there is neither reason nor need to, no one forgets it. The usual distinctions between forgotten details and a vivid general impression mean nothing here, for the book is written out of one passionate breath, each word is bent to a severe discipline of meaning, everything is stripped to the bareness of terror. Kafka's The Trial is also a book of terror, but it is a paradigm and to some extent a puzzle, so that one may lose oneself in the rhythm of the paradigm and play with the parts of the puzzle. Kafka's novel persuades us that life is inescapably hazardous and problematic, but the very 'universality' of this idea helps soften its impact: to apprehend the terrible on the plane of metaphysics is to lend it an almost soothing aura.

You could have chosen any number of career paths, but this one is exciting. It’s creative. It requires deep thinking and rewards you with a sense of being able to do something that most of the people you meet each day can’t imagine being able to do. We may worry about progressing to the next level, making an impact, or gaining respect from our co-workers or our peers in the industry, but if you really stop to think about it, we’ve got it really good. Software development is both challenging and rewarding. It’s creative like an art-form, but (unlike art) it provides concrete,measurable value. Software development is fun! Ultimately, the most important thing I’ve learned over the journey that my career in software development has been is that it’s not what you do for a living or what you have that’s important. It’s how you choose to accept these things. It’s internal. Satisfaction, like our career choices, is something that should be sought after and decided upon with intention.

standout performance correlated to affirmative responses to these five questions: Structure and clarity: Are goals, roles, and execution plans on our team clear? Psychological safety: Can we take risks on this team without feeling insecure or embarrassed? Meaning of work: Are we working on something that is personally important for each of us? Dependability: Can we count on each other to do high-quality work on time? Impact of work: Do we fundamentally believe that the work we’re doing matters?

When Homo sapiens passed the six-billion mark we had already exceeded by perhaps as much as 100 times the biomass of any large animal species that ever existed on the land.” Wilson meant wild animals. He omitted consideration of livestock, such as the domestic cow ( Bos taurus ), of which the present global population is about 1.3 billion. We are therefore only five times as numerous as our cattle (and probably less massive in total, since they’re each considerably bigger than a human). But of course they wouldn’t exist in such excess without us. A trillion pounds of cows, fattening in feedlots and grazing on landscapes that formerly supported wild herbivores, are just another form of human impact. They’re a proxy measure of our appetites, and we are hungry. We are prodigious, we are unprecedented. We are phenomenal. No other primate has ever weighed upon the planet to anything like this degree. In ecological terms, we are almost paradoxical: large-bodied and long-lived but grotesquely abundant. We are an outbreak.

The success of the Industrial School at Sutton can also be measured in terms of its impact on Kate’s younger brothers and sister—Thomas, George, and Mary—who were sent there from Bermondsey Workhouse after the death of their father. Within several years, George Eddowes had been trained as a shoemaker, while Thomas Eddowes had been taught music and was sent to join the band of the 45th Nottinghamshire Regiment of Infantry in Preston. Mary too succeeded well enough in her “domestic studies” to warrant placement as a servant.

Even without world wars, revolutions and emigration, siblings growing up in the same home almost never share the same environment. More accurately, brothers and sisters share some environments — usually the less important ones — but they rarely share the one single environment that has the most powerful impact on personality formation. They may live in the same house, eat the same kinds of food, partake in many of the same activities. These are environments of secondary importance. Of all environments, the one that most profoundly shapes the human personality is the invisible one: the emotional atmosphere in which the child lives during the critical early years of brain development. The invisible environment has little to do with parenting philosophies or parenting style. It is a matter of intangibles, foremost among them being the parents’ relationship with each other and their emotional balance as individuals. These, too, can vary significantly from the birth of one child to the arrival of another. Psychological tension in the parents’ lives during the child’s infancy is, I am convinced, a major and universal influence on the subsequent emergence of ADD. A hidden factor of great importance is a parent’s unconscious attitude toward a child: what, or whom, on the deepest level, the child represents for the parents; the degree to which the parents see themselves in the child; the needs parents may have that they subliminally hope the child will meet. For the infant there exists no abstract, “out-there” reality. The emotional milieu with which we surround the child is the world as he experiences it. In the words of the child psychiatrist and researcher Margaret Mahler, for the newborn, the parent is “the principal representative of the world.” To the infant and toddler, the world reveals itself in the image of the parent: in eye contact, intensity of glance, body language, tone of voice and, above all, in the day-today joy or emotional fatigue exhibited in the presence of the child. Whatever a parent’s intention, these are the means by which the child receives his or her most formative communications. Although they will be of paramount importance for development of the child’s personality, these subtle and often unconscious influences will be missed on psychological questionnaires or observations of parents in clinical settings. There is no way to measure a softening or an edge of anxiety in the voice, the warmth of a smile or the depth of furrows on a brow. We have no instruments to gauge the tension in a father’s body as he holds his infant or to record whether a mother’s gaze is clouded by worry or clear with calm anticipation. It may be said that no two children have exactly the same parents, in that the parenting they each receive may vary in highly significant ways. Whatever the hopes, wishes or intentions of the parent, the child does not experience the parent directly: the child experiences the parenting. I have known two siblings to disagree vehemently about their father’s personality during their childhood. Neither has to be wrong if we understand that they did not receive the same fathering, which is what formed their experience of the father. I have even seen subtly but significantly different mothering given to a pair of identical twins.

Impact is a critically important concept when it comes to social innovation, generally used in the context of measuring whether social interventions do or don’t work. But conceptually, it’s very similar to the problem of measuring success in a business before you have profits. That’s why lean methods are so perfectly suited to this kind of work. The only real difference is that instead of talking about maximizing shareholder value, Lean Impact talks about maximizing social impact. An advance party of pioneers, some of whom you’ll read about here, is already doing this, but we need more. This book is a way to help add to their numbers. Lean Impact is not only transformational for the social sector, though. My hope is that people in other kinds of businesses and organizations will also pick it up and, after reading about the dedicated people and clear strategies whose stories Ann Mei has gathered, think about how the products and institutions they build affect the world. All of us have more to learn about how we make impact so we can move together into this new era. —Eric Ries, author of The Lean Startup and The Startup Way

As stated in the opening paragraph, be excited! You are about to embark on an incredible journey that provides extraordinary opportunities and offers valuable rewards. The journey to become a physical therapist often is not easy, and it will not come without roadblocks and detours. The challenges do not end once you have graduated; they simply change. However, as many seasoned clinicians can attest, these challenges pale in comparison to the reward of knowing how many patients’ lives you have profoundly impacted. The unexpected gift is how profoundly they will impact yours.

Lacking older siblings, the oldest or only child identifies primarily with her parents, conforming to their ideals and demands, not the least reason being that she no one with whom to share those demands. Since firstborns try to live up to the expectations of adults- teachers' as well as parents'- rather than that of peers, they are likely to learn more and to bring home better report cards than younger siblings. Thus firstborns pave the way for younger siblings, setting the standards against which they are measured and measure themselves. Middle children tend to be more gregarious and more dependent on the approval of peers than that of adults. For one thing they have the example of the older sibling- who has the credibility of generational sameness- to guide them in their decisions and to teach them the rules of the family road. An older sister who was grounded for a month for coming home late from a date, for instance, is a lesson not lost on her younger sister or brother. At the same time younger children are buffered by birth order from their parents' sole concentration. Hence they are treated with more indulgence and are called upon less to take on responsibilities.

Adding carbon dioxide, or any other greenhouse gas, to the atmosphere by, say, burning fossil fuels or leveling forests is, in the language of climate science, an anthropogenic forcing. Since preindustrial times, the concentration of CO2 in the atmosphere has risen by roughly a third, from 280 to 378 parts per million. During the same period, the concentration of methane has more than doubled, from .78 to 1.76 parts per million. Scientists measure forcings in terms of watts per square meter, or w/m2, by which they mean that a certain number of watts have been added (or, in the case of a negative forcing, like aerosols, subtracted) for every single square meter of the earth’s surface. The size of the greenhouse forcing is estimated, at this point, to be 2.5 w/m2. A miniature Christmas light gives off about four tenths of a watt of energy, mostly in the form of heat, so that, in effect (as Sophie supposedly explained to Connor), we have covered the earth with tiny bulbs, six for every square meter. These bulbs are burning twenty-four hours a day, seven days a week, year in and year out. If greenhouse gases were held constant at today’s levels, it is estimated that it would take several decades for the full impact of the forcing that is already in place to be felt. This is because raising the earth’s temperature involves not only warming the air and the surface of the land but also melting sea ice, liquefying glaciers, and, most significant, heating the oceans, all processes that require tremendous amounts of energy. (Imagine trying to thaw a gallon of ice cream or warm a pot of water using an Easy-Bake oven.) The delay that is built into the system is, in a certain sense, fortunate. It enables us, with the help of climate models, to foresee what is coming and therefore to prepare for it. But in another sense it is clearly disastrous, because it allows us to keep adding CO2 to the atmosphere while fobbing the impacts off on our children and grandchildren.

This chapter has two topics. First, we are demonstrably arrogant about what we think we know. We certainly know a lot, but we have a built-in tendency to think that we know a little bit more than we actually do, enough of that little bit to occasionally get into serious trouble. We shall see how you can verify, even measure, such arrogance in your own living room. Second, we will look at the implications of this arrogance for all the activities involving prediction. Why on earth do we predict so much? Worse, even, and more interesting: Why don’t we talk about our record in predicting? Why don’t we see how we (almost) always miss the big events? I call this the scandal of prediction.

ME/CFS has a greater negative impact on functional status and well-being than other chronic diseases, e.g., cancer or lung diseases[8], and is associated with a drastic decrement in physical functioning[9]. In a comparison study[10] ME/CFS patients scored significantly lower than patients with hypertension, congestive heart failure, acute myocardial infarction, and multiple sclerosis (MS), on all of the eight Short Form Health Survey (SF-36)[11] subscales. As compared to patients with depression, ME/CFS patients scored significantly lower on all the scales, except for scales measuring mental health and role disability due to emotional problems, on which they scored significantly higher.

Yet randomness remains stubbornly difficult to understand. The problem is that our brains aren’t wired to think about it. Instead, we are built to look for patterns in sights, sounds, interactions, and events in the world. This mechanism is so ingrained that we see patterns even when they aren’t there. There is a subtle reason for this: We can store patterns and conclusions in our heads, but we cannot store randomness itself. Randomness is a concept that defies categorization; by definition, it comes out of nowhere and can’t be anticipated. While we intellectually accept that it exists, our brains can’t completely grasp it, so it has less impact on our consciousness than things we can see, measure, and categorize.

Peter’s Laws™ The Creed of the Persistent and Passionate Mind 1. If anything can go wrong, fix it! (To hell with Murphy!) 2. When given a choice—take both! 3. Multiple projects lead to multiple successes. 4. Start at the top, then work your way up. 5. Do it by the book . . . but be the author! 6. When forced to compromise, ask for more. 7. If you can’t win, change the rules. 8. If you can’t change the rules, then ignore them. 9. Perfection is not optional. 10. When faced without a challenge—make one. 11. No simply means begin one level higher. 12. Don’t walk when you can run. 13. When in doubt: THINK! 14. Patience is a virtue, but persistence to the point of success is a blessing. 15. The squeaky wheel gets replaced. 16. The faster you move, the slower time passes, the longer you live. 17. The best way to predict the future is to create it yourself! 18. The ratio of something to nothing is infinite. 19. You get what you incentivize. 20. If you think it is impossible, then it is for you. 21. An expert is someone who can tell you exactly how something can’t be done. 22. The day before something is a breakthrough, it’s a crazy idea. 23. If it was easy, it would have been done already. 24. Without a target you’ll miss it every time. 25. Fail early, fail often, fail forward! 26. If you can’t measure it, you can’t improve it. 27. The world’s most precious resource is the persistent and passionate human mind. 28. Bureaucracy is an obstacle to be conquered with persistence, confidence, and a bulldozer when necessary.

one of the hottest topics today is ethics—ethics discussions, ethics curriculum, ethics training, codes of ethics. This book shows that while ethics is fundamentally important and necessary, it is absolutely insufficient. It shows that the so-called soft stuff is hard, measurable, and impacts everything else in relationships, organizations, markets, and societies. Financial success comes from success in the marketplace, and success in the marketplace comes from success in the workplace. The heart and soul of all of this is trust. This work goes far beyond not only my work, but also beyond anything I have read on the subject of trust. It goes beyond ethical behavior in leadership, beyond mere “compliance.” It goes deep into the real “intent” and agenda of a person’s heart, and then into the kind of “competence” that merits consistent public confidence.

made some teams much better than others. What they found was that individual intelligence (as measured by IQ) didn’t make the big difference. Having a high aggregate intelligence or just one or two superstars wasn’t critical. The groups that surfaced more and better solutions shared three key qualities. First, they gave one another roughly equal time to talk. This wasn’t monitored or regulated, but no one in these high-achieving groups dominated or was a passenger. Everyone contributed and nothing any one person said was wasted. The second quality of the successful groups was social sensitivity: these individuals were more tuned in to one another, to subtle shifts in mood and demeanor. They scored more highly on a test called Reading the Mind in the Eyes, which is broadly considered a test for empathy. These groups were socially alert to one another’s needs. And the third distinguishing feature was that the best groups included more women, perhaps because that made them more diverse, or because women tend to score more highly on tests for empathy. What this (and much more) research highlights is just how critical the role of social connectedness can be. Reading the research, I

Why is equality so assiduously avoided? Why does white America delude itself, and how does it rationalize the evil it retains? The majority of white Americans consider themselves sincerely committed to justice for the Negro. They believe that American society is essentially hospitable to fair play and to steady growth toward a middle-class Utopia embodying racial harmony. But unfortunately this is a fantasy of self-deception and comfortable vanity. Overwhelmingly America is still struggling with irresolution and contradictions. It has been sincere and even ardent in welcoming some change. But too quickly apathy and disinterest rise to the surface when the next logical steps are to be taken. Laws are passed in a crisis mood after a Birmingham or a Selma, but no substantial fervor survives the formal signing of legislation. The recording of the law in itself is treated as the reality of the reform. This limited degree of concern is a reflection of an inner conflict which measures cautiously the impact of any change on the status quo. As the nation passes from opposing extremist behavior to the deeper and more pervasive elements of equality, white America reaffirms its bonds to the status quo. It had contemplated comfortably hugging the shoreline but now fears that the winds of change are blowing it out to sea.

Rejecting failure and avoiding mistakes seem like high-minded goals, but they are fundamentally misguided. Take something like the Golden Fleece Awards, which were established in 1975 to call attention to government-funded projects that were particularly egregious wastes of money. (Among the winners were things like an $84,000 study on love commissioned by the National Science Foundation, and a $3,000 Department of Defense study that examined whether people in the military should carry umbrellas.) While such scrutiny may have seemed like a good idea at the time, it had a chilling effect on research. No one wanted to “win” a Golden Fleece Award because, under the guise of avoiding waste, its organizers had inadvertently made it dangerous and embarrassing for everyone to make mistakes. The truth is, if you fund thousands of research projects every year, some will have obvious, measurable, positive impacts, and others will go nowhere. We aren’t very good at predicting the future—that’s a given—and yet the Golden Fleece Awards tacitly implied that researchers should know before they do their research whether or not the results of that research would have value. Failure was being used as a weapon, rather than as an agent of learning. And that had fallout: The fact that failing could earn you a very public flogging distorted the way researchers chose projects. The politics of failure, then, impeded our progress. There’s a quick way to determine if your company has embraced the negative definition of failure. Ask yourself what happens when an error is discovered. Do people shut down and turn inward, instead of coming together to untangle the causes of problems that might be avoided going forward? Is the question being asked: Whose fault was this? If so, your culture is one that vilifies failure. Failure is difficult enough without it being compounded by the search for a scapegoat. In a fear-based, failure-averse culture, people will consciously or unconsciously avoid risk. They will seek instead to repeat something safe that’s been good enough in the past. Their work will be derivative, not innovative. But if you can foster a positive understanding of failure, the opposite will happen. How, then, do you make failure into something people can face without fear? Part of the answer is simple: If we as leaders can talk about our mistakes and our part in them, then we make it safe for others. You don’t run from it or pretend it doesn’t exist. That is why I make a point of being open about our meltdowns inside Pixar, because I believe they teach us something important: Being open about problems is the first step toward learning from them. My goal is not to drive fear out completely, because fear is inevitable in high-stakes situations. What I want to do is loosen its grip on us. While we don’t want too many failures, we must think of the cost of failure as an investment in the future.

Years ago, a friend gave me the best business advice I’ve ever received. His advice was so concise it rang in my head like a bell for the next five years. Bill had scaled his father’s company into the billions and with that money bought and sold several more companies that succeeded as well. Bill knew what it took to run a business, and he knew what it took to grow one. We were standing in my driveway after having talked for an hour or so. We’d talked about where my business was and where it could go. The future was limitless, yet I could tell there was something Bill didn’t want to say. He’d been nothing but encouraging in the years I’d known him, but this time it was obvious he had some constructive criticism. I asked point blank what he was thinking. He stood silently for a moment, measuring his thoughts. “Don,” he finally said, lowering his head and taking off his glasses. “You need to professionalize your operation.” “That’s your problem.” He continued. “Until you professionalize your operation, its potential is limited. The amount of money you make and your ability to have a positive impact on the world will be limited.” I’d never heard the term “professionalize your operation” before, but it rang true. My business revolved too much around me, and nobody (including me) knew exactly what they were supposed to do to make it grow. We had a vision, for sure, but we’d not built the reliable, predictable systems that would allow us to execute that vision.

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.

CRACKING A WHIP MADE OF SMALL ROBOTS JOINED END TO END into a long, flexible chain was neither an especially bad nor an especially good way of engaging a foe in ambot-based combat. Extensive studies conducted within Blue military research labs had concluded that, on average, it was somewhat less effective than the more obvious procedure of just shooting individual ambots out of katapults. A dissenting opinion held that such studies were flawed because they failed to take into account two factors that were important in actual battle: One, the psychological impact on a defender who knew that the attack might literally whip around and come at him from any direction, including around corners or over barricades. Two, the element of skill, which was difficult to measure scientifically; the test subjects wielding those things in the lab were unlikely to have the same knack for it as Neoanders who had grown up using them and who had access to an ancient body of lore—a martial art, in effect—that they were disinclined to share with anyone else. If the whip was allowed to dissociate in midcrack, then its component ambots would be flung toward the target at supersonic velocity, which was as good as could be achieved by shooting the same objects out of a katapult. If it made contact with the target, direct physical damage would be inflicted and the ambots that had inflicted it could decouple themselves and carry out their usual programs. And if the whipcrack was off target, the chain could be recovered in full with no waste of ammunition. All the ambots came back for another attempt: something that certainly could not be said of ones that had been fired out of kats.

With China and Russia, the ideological contrast is clearer. Putin, the commandant of a petro-state that also happens to be, given its geography, one of the few nations on Earth likely to benefit from continued warming, sees basically no benefit to constraining carbon emissions or greening the economy—Russia’s or the world’s. Xi, now the leader-for-life of the planet’s rising superpower, seems to feel mutual obligations to the country’s growing prosperity and to the health and security of its people—of whom, it’s worth remembering, it has so many. In the wake of Trump, China has become a much more emphatic—or at least louder—green energy leader. But the incentives do not necessarily suggest it will make good on that rhetoric. In 2018, an illuminating study was published comparing how much a country was likely to be burdened by the economic impacts of climate change to its responsibility for global warming, measured by carbon emissions. The fate of India showcased the moral logic of climate change at its most grotesque: expected to be, by far, the world’s most hard-hit country, shouldering nearly twice as much of the burden as the next nation, India’s share of climate burden was four times as high as its share of climate guilt. China is in the opposite situation, its share of guilt four times as high as its share of the burden. Which, unfortunately, means it may be tempted to slow-walk its green energy revolution. The United States, the study found, presented a case of eerie karmic balance: its expected climate damages matching almost precisely its share of global carbon emissions. Not to say either share is small; in fact, of all the nations in the world, the U.S. was predicted to be hit second hardest.

Environmental pollution is a regressive phenomenon, since the rich can find ways of insulating themselves from bad air, dirty water, loss of green spaces and so on. Moreover, much pollution results from production and activities that benefit the more affluent – air transport, car ownership, air conditioning, consumer goods of all kinds, to take some obvious examples. A basic income could be construed, in part, as partial compensation for pollution costs imposed on us, as a matter of social justice. Conversely, a basic income could be seen as compensation for those adversely affected by environmental protection measures. A basic income would make it easier for governments to impose taxes on polluting activities that might affect livelihoods or have a regressive impact by raising prices for goods bought by low-income households. For instance, hefty carbon taxes would deter fossil fuel use and thus reduce greenhouse gas emissions and mitigate climate change as well as reduce air pollution. Introducing a carbon tax would surely be easier politically if the tax take went towards providing a basic income that would compensate those on low incomes, miners and others who would lose income-earning opportunities. The basic income case is especially strong in relation to the removal of fossil fuel subsidies. Across the world, in rich countries and in poor, governments have long used subsidies as a way of reducing poverty, by keeping down the price of fuel. This has encouraged more consumption, and more wasteful use, of fossil fuels. Moreover, fuel subsidies are regressive, since the rich consume more and thus gain more from the subsidies. But governments have been reluctant to reduce or eliminate the subsidies for fear of alienating voters. Indeed, a number of countries that have tried to reduce fuel subsidies have backed down in the face of angry popular demonstrations.

When I threw the stick at Jamie, I hadn't intended to hit him with it. But the moment it left my hand, I knew that's what was going to happen. I didn't yet know any calculus or geometry, but I was able to plot, with some degree of certainty, the trajectory of that stick. The initial velocity, the acceleration, the impact. The mathematical likelihood of Jamie's bloody cheek. It had good weight and heft, that stick. It felt nice to throw. And it looked damn fine in the overcast sky, too, flying end over end, spinning like a heavy, two-pronged pinwheel and (finally, indifferently, like math) connecting with Jamie's face. Jamie's older sister took me by the arm and she shook me. Why did you do that? What were you thinking? The anger I saw in her eyes. Heard in her voice. The kid I became to her then, who was not the kid I thought I was. The burdensome regret. I knew the word "accident" was wrong, but I used it anyway. If you throw a baseball at a wall and it goes through a window, that is an accident. If you throw a stick directly at your friend and it hits your friend in the face, that is something else. My throw had been something of a lob and there had been a good distance between us. There had been ample time for Jamie to move, but he hadn't moved. There had been time for him to lift a hand and protect his face from the stick, but he hadn't done that either. He just stood impotent and watched it hit him. And it made me angry: That he hadn't tried harder at a defense. That he hadn't made any effort to protect himself from me. What was I thinking? What was he thinking? I am not a kid who throws sticks at his friends. But sometimes, that's who I've been. And when I've been that kid, it's like I'm watching myself act in a movie, reciting somebody else's damaging lines. Like this morning, over breakfast. Your eyes asking mine to forget last night's exchange. You were holding your favorite tea mug. I don't remember what we were fighting about. It doesn't seem to matter any more. The words that came out of my mouth then, deliberate and measured, temporarily satisfying to throw at the bored space between us. The slow, beautiful arc. The spin and the calculated impact. The downward turn of your face. The heavy drop in my chest. The word "accident" was wrong. I used it anyway.

As Dr. Fauci’s policies took hold globally, 300 million humans fell into dire poverty, food insecurity, and starvation. “Globally, the impact of lockdowns on health programs, food production, and supply chains plunged millions of people into severe hunger and malnutrition,” said Alex Gutentag in Tablet Magazine.27 According to the Associated Press (AP), during 2020, 10,000 children died each month due to virus-linked hunger from global lockdowns. In addition, 500,000 children per month experienced wasting and stunting from malnutrition—up 6.7 million from last year’s total of 47 million—which can “permanently damage children physically and mentally, transforming individual tragedies into a generational catastrophe.”28 In 2020, disruptions to health and nutrition services killed 228,000 children in South Asia.29 Deferred medical treatments for cancers, kidney failure, and diabetes killed hundreds of thousands of people and created epidemics of cardiovascular disease and undiagnosed cancer. Unemployment shock is expected to cause 890,000 additional deaths over the next 15 years.30,31 The lockdown disintegrated vital food chains, dramatically increased rates of child abuse, suicide, addiction, alcoholism, obesity, mental illness, as well as debilitating developmental delays, isolation, depression, and severe educational deficits in young children. One-third of teens and young adults reported worsening mental health during the pandemic. According to an Ohio State University study,32 suicide rates among children rose 50 percent.33 An August 11, 2021 study by Brown University found that infants born during the quarantine were short, on average, 22 IQ points as measured by Baylor scale tests.34 Some 93,000 Americans died of overdoses in 2020—a 30 percent rise over 2019.35 “Overdoses from synthetic opioids increased by 38.4 percent,36 and 11 percent of US adults considered suicide in June 2020.37 Three million children disappeared from public school systems, and ERs saw a 31 percent increase in adolescent mental health visits,”38,39 according to Gutentag. Record numbers of young children failed to reach crucial developmental milestones.40,41 Millions of hospital and nursing home patients died alone without comfort or a final goodbye from their families. Dr. Fauci admitted that he never assessed the costs of desolation, poverty, unhealthy isolation, and depression fostered by his countermeasures. “I don’t give advice about economic things,”42 Dr. Fauci explained. “I don’t give advice about anything other than public health,” he continued, even though he was so clearly among those responsible for the economic and social costs.

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.