Monitor Team Quotes

A leader’s words matter, but actions ultimately do more to reinforce or undermine the implementation of a team of teams. Instead of exploiting technology to monitor employee performance at levels that would have warmed Frederick Taylor’s heart, the leader must allow team members to monitor him. More than directing, leaders must exhibit personal transparency. This is the new ideal.

Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.

But the FBI didn’t intercept the messages. It didn’t monitor the Nazi circuits. It didn’t break the codes. It didn’t solve any Enigma machines. The coast guard did this stuff—the little codebreaking team that Elizebeth created from nothing.

Some say that eating chocolate is better than kissing, and scientists have dutifully tested this hypothesis by carrying out a set of experiments. In 2007, a team led by Dr. David Lewis recruited pairs of passionate lovers, whose brain activity and heart rate were monitored first while they kissed each other and then while they ate chocolate (separately). The researchers found that although kissing set the heart pounding, the effect did not last as long as when the participants ate chocolate. The study also showed that when the chocolate started melting, all regions of the brain received a boost far more intense and longer lasting than the brain activity measured while kissing.

Football Coaches do play football matches; their attitudes toward the game in times of tendencies of losing can cause a change in the scores of the games they monitor and mentor!

If your teacher is in a private, for-profit school, however, and you withdraw your child, then the owner of the school will quickly feel the effect in his pocket, and the bad teacher will be fired. In a free system the parent, the consumer, is the boss. Tooley found that private-school proprietors constantly monitor their teachers and follow up parents’ complaints. His team visited classrooms in various parts of India and Africa, and found teachers actually teaching in fewer of the government classrooms they visited than in private classrooms – sometimes little more than half as many. Despite having no public funds or aid money, the unrecognised private schools had better facilities such as toilets, electricity and blackboards. Their pupils also got better results, especially in English and mathematics. The

They climb the stairs with the proper tactical approach, securing each staircase with a single soldier—a scout—before the rest of the team proceeds upward. There are blind spots everywhere. Ambush opportunities on each level. Their contact at the front desk has given an all-clear on the stairwells, but he is only as competent as the cameras he monitors.

He tells me of experiments his team is developing to monitor the spark of recognition in the brain as people look at online ads. The test focus on a brain wave called P300. (The U.S. Navy has run similar tests to see how pilots distinguish friends from foes in the air.) If a P300 wave heats up within a fraction of a second of a subject's seeing an ad, the Tacoda team will make the case that the viewer has not only looked at the spot but has processed it mentally. The next step? Figuring out which type of people process certain types of ads. Like other Numerati in a wide range of industries, Dave Morgan in scrutinizing humans and searching for hidden correlations. What do we do, he asks, that might predict what we'll do next?

Dijk and his prolific team examined gene expression in a group of healthy young men and women after having restricted them to six hours of sleep a night for one week, all monitored under strict laboratory conditions. After one week of subtly reduced sleep, the activity of a hefty 711 genes was distorted, relative to the genetic activity profile of these very same individuals when they were obtaining eight and a half hours of sleep for a week.

On September 14, 2015, the LIGO gravitational-wave detectors (built by a 1,000-person project that Rai and I and Ronald Drever co-founded, and Barry Barish organised, assembled and led) registered their first gravitational waves. By comparing the wave patterns with predictions from computer simulations, our team concluded that the waves were produced when two heavy black holes, 1.3 billion light years from Earth, collided. This was the beginning of gravitational-wave astronomy. Our team had achieved, for gravitational waves, what Galileo achieved for electromagnetic waves. I am confident that, over the coming several decades, the next generation of gravitational-wave astronomers will use these waves not only to test Stephen’s laws of black hole physics, but also to detect and monitor gravitational waves from the singular birth of our universe, and thereby test Stephen’s and others’ ideas about how our universe came to be.

A climate's changes are tough to quantify. Butterflies can help. Entomologists prefer "junk species--" the kind of butterflies too common for most collections-- to keep up with what's going on in the insect's world. They're easy to find and observe. When do something unusual, something's changed in the area. Art Shapiro's team at UC Davis monitors ten local study sites, some since the 1970s. The ubiquitous species are the study's go-tos, helping distinguish between lasting changes (climate warming, habitat loss) and ones that will right themselves (one cold winter, droughts like last year's). Consistency is key; they collect details year after year, no empty data sets between. A few species have disappeared from parts of the study area altogether, probably a lasting change. On the other hand, seemingly big news in 2012 might be just a year's aberration. Two butterflies came back to the city of Davis last year, the umber skipper after 30 years, the woodland skipper after 20-- both likely a result of a dry winter with near-perfect breeding conditions of sunny afternoons and cool nights.

Technology and its isolating effects Technology in the form of computers, cellphones, and the Internet have increased productivity, access to information, and the ability to communicate. Personally, we love computers — they've enabled us to write more and to research with greater ease than ever. Sometimes we spend days at a time holed up in our offices, banging away on the computer and not speaking to other living beings. Yet, because we don't want to lose real, face-to-face communication, we try to monitor our isolation to make sure we don't go overboard with cyber communication. Unfortunately, some people find themselves drawn into a digital, virtual world that becomes more exciting than their real lives. They spend day after day socializing on MySpace, Facebook, Twitter, and online gaming sites. They lose contact with the people around them, and they become fully absorbed in their virtual selves. Consider the following ways in which many people choose to relate to others: Joining a World of Warcraft team rather than the soccer team Participating in live Webcasts rather than meeting up

they had to do it anyway. They had to try. They had taken an oath, and they would be faithful to the end. On the bank of surveillance monitors in front of her, she saw a dozen of her best agents—guns drawn—suddenly rush the convention stage, surround the president, grab him by the arms, and literally carry him away, his feet barely touching the ground. Sanchez then bolted out of the command post and met the president’s protective detail backstage and ordered them downstairs, into the makeshift bunker. “Go, go, go,” she yelled as they raced the president down one corridor after another, into a heavily guarded stairwell, and down five flights, eventually bursting into the basement, where all the convention center’s HVAC systems were housed. They turned one corner and then another, ducking pipes and ducts along the way. A moment later, they raced the president into a large storage freezer, slammed the door shut behind them, and worked feverishly to put him in a protective suit, gloves, and mask, pre-positioned there by the army’s nuclear, biological, and chemical fast-reaction team. That done, Sanchez and her agents began to suit up themselves. But just then, Sanchez felt the

On one particularly hot summer afternoon, Rizzolatti and his team observed the strangest thing of all when one of Dr. Rizzolatti’s grad students returned to the lab after lunch holding an ice cream cone, and noticed that the macaque was staring at him, almost longingly. And as the grad student raised the cone to his mouth and took a tentative lick, the electronic monitor hooked up to the macaque’s premotor region fired—bripp, bripp, bripp. The monkey hadn’t done a thing. It hadn’t moved its arm or taken a lick of ice cream; it wasn’t even holding anything at all. But simply by observing the student bringing the ice cream cone to his mouth, the monkey’s brain had mentally imitated the very same gesture.

On September 14, 2015, the LIGO gravitational-wave detectors (built by a 1,000-person project that Rai and I and Ronald Drever co-founded, and Barry Barish organised, assembled and led) registered their first gravitational waves. By comparing the wave patterns with predictions from computer simulations, our team concluded that the waves were produced when two heavy black holes, 1.3 billion light years from Earth, collided. This was the beginning of gravitational-wave astronomy. Our team had achieved, for gravitational waves, what Galileo achieved for electromagnetic waves. I am confident that, over the coming several decades, the next generation of gravitational-wave astronomers will use these waves not only to test Stephen’s laws of black hole physics, but also to detect and monitor gravitational waves from the singular birth of our universe, and thereby test Stephen’s and others’ ideas about how our universe came to be. During our glorious year of 1974–5, while I was dithering over gravitational waves, and Stephen was leading our merged group in black hole research, Stephen himself had an insight even more radical than his discovery of Hawking radiation. He gave a compelling, almost airtight proof that, when a black hole forms and “and then subsequently evaporates away completely by emitting radiation, the information that went into the black hole cannot come back out. Information is inevitably lost.

Three years ago, researchers at Purdue University began monitoring every hit sustained by two high school teams. The goal was to study the effect of concussions. But when researchers administered cognitive tests to players who had never been concussed, hoping to set up a control group, they discovered that these teens showed diminished brain function as well. As the season wore on, their cognitive abilities plummeted. In some cases, brain activity in the frontal lobes—the region responsible for reasoning—nearly disappeared by season’s end. "You have the classic stereotype of the dumb jock and I think the real issue is that’s not how they start out," explained Thomas Talavage, one of the professors of the study. "We actually create that individual.

He eased the door open, scanned right and left, then slid into the corridor and into the room across it. Machines beeped and hummed, monitoring whatever poor bastard lay in the bed. Staying out of the range of the camera, he slithered against the wall until he could aim the jammer he carried. Even as the alarm sounded he was out and into the next room before the ICU team came running. He repeated the process, grinning as the medicals ran by. He hit a third for good measure, then made the dash to 8-C. By the time they determined it was an electronic glitch, rebooted, did whatever they did for the poor bastards in beds, he’d have done what he’d come to do and be gone. He moved into 8-C. They kept the lights dim, he noted. Rest and quiet was the order of the day. Well, she’d get plenty of both where he was sending her. He moved to the bed, pulled out the vial in his pocket. “Should’ve kept your nose out of our business, stupid bitch.

Here are some practical Dataist guidelines for you: ‘You want to know who you really are?’ asks Dataism. ‘Then forget about mountains and museums. Have you had your DNA sequenced? No?! What are you waiting for? Go and do it today. And convince your grandparents, parents and siblings to have their DNA sequenced too – their data is very valuable for you. And have you heard about these wearable biometric devices that measure your blood pressure and heart rate twenty-four hours a day? Good – so buy one of those, put it on and connect it to your smartphone. And while you are shopping, buy a mobile camera and microphone, record everything you do, and put in online. And allow Google and Facebook to read all your emails, monitor all your chats and messages, and keep a record of all your Likes and clicks. If you do all that, then the great algorithms of the Internet-of-All-Things will tell you whom to marry, which career to pursue and whether to start a war.’ But where do these great algorithms come from? This is the mystery of Dataism. Just as according to Christianity we humans cannot understand God and His plan, so Dataism declares that the human brain cannot fathom the new master algorithms. At present, of course, the algorithms are mostly written by human hackers. Yet the really important algorithms – such as the Google search algorithm – are developed by huge teams. Each member understands just one part of the puzzle, and nobody really understands the algorithm as a whole. Moreover, with the rise of machine learning and artificial neural networks, more and more algorithms evolve independently, improving themselves and learning from their own mistakes. They analyse astronomical amounts of data that no human can possibly encompass, and learn to recognise patterns and adopt strategies that escape the human mind. The seed algorithm may initially be developed by humans, but as it grows it follows its own path, going where no human has gone before – and where no human can follow.

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

Brain imaging studies suggest that a couple brain areas in particular are involved in cognitive control: the anterior cingulate cortex (ACC) and the lateral prefrontal cortex (lateral PFC). We’ll be referring to these together as the “cognitive control regions” of the brain. There is still some debate about the precise role played by each of these regions, but one plausible characterization is that the ACC is a kind of smoke detector, and the lateral PFC is the fire response team. Like a smoke detector, the ACC is in constant monitoring mode, waiting to detect a whiff of danger, such as an instance of cognitive conflict. In the case of the Stroop task, we’ve got two automatic processes that are in conflict: the identification of a typeface or color versus the automatic processing of a simple word (assuming you’re literate and it’s your native language). This conflict alerts the ACC, which then sends out an alarm to the lateral PFC to come deal with the situation. The lateral PFC is responsible for many higher cognitive functions, such as the integration of conscious and unconscious knowledge, working memory (the small spotlight of consciousness that allows us to focus on explicit information), and conscious planning. Most relevantly, when it comes to the case of the Stroop task, the lateral PFC also exerts control over other areas of the brain by strengthening the activation of task-relevant networks at the expense of other networks. By weakening certain neural pathways, the lateral PFC essentially tells them to stop doing what they are doing, which is the neural equivalent of fire-retarding foam. In the Stroop task presented above,

Twas the night before Christmas and in SICU All the patients were stirring, the nurses were, too. Some Levophed hung from an IMED with care In hopes that a blood pressure soon would be there. One patient was resting all snug in his bed While visions—from Versed—danced in his head. I, in my scrubs, with flowsheet in hand, Had just settled down to chart the care plan. Then from room 17 there arose such a clatter We sprang from the station to see what was the matter. Away to the bedside we flew like a flash, Saved the man from falling, with restraints from the stash. “Do you know where you are?” one nurse asked while tying; “Of course! I’m in France in a jail, and I’m dying!” Then what to my wondering eyes should appear? But a heart rate of 50, the alarm in my ear. The patient’s face paled, his skin became slick And he said in a moment, “I’m going to be sick!” Someone found the Inapsine and injected a port, Then ran for a basin, as if it were sport. His heart rhythm quieted back to a sinus, We soothed him and calmed him with old-fashioned kindness. And then in a twinkling we hear from room 11 First a plea for assistance, then a swearing to heaven. As I drew in my breath and was turning around, Through the unit I hurried to respond to the sound. “This one’s having chest pain,” the nurse said and then She gave her some nitro, then morphine and when She showed not relief from IV analgesia Her breathing was failing: time to call anesthesia. “Page Dr. Wilson, or May, or Banoub! Get Dr. Epperson! She ought to be tubed!” While the unit clerk paged them, the monitor showed V-tach and low pressure with no pulse: “Call a code!” More rapid than eagles, the code team they came. The leader took charge and he called drugs by name: “Now epi! Now lido! Some bicarb and mag! You shock and you chart it! You push med! You bag!” And so to the crash cart, the nurses we flew With a handful of meds, and some dopamine, too! From the head of the bed, the doc gave his call: “Resume CPR!” So we worked one and all. Then Doc said no more, but went straight to his work, Intubated the patient, then turned with a jerk. While placing his fingers aside of her nose, And giving a nod, hooked the vent to the hose. The team placed an art-line and a right triple-lumen. And when they were through, she scarcely looked human: When the patient was stable, the doc gave a whistle. A progress note added as he wrote his epistle. But I heard him exclaim ere he strode out of sight, “Merry Christmas to all! But no more codes for tonight!” Jamie L. Beeley Submitted by Nell Britton

High power high interest stakeholders – manage closely; High power low interest stakeholders – keep satisfied; Low power high interest stakeholders – keep informed; Low power low interest stakeholders – monitor with minimal effort.

employment restriction rule. Section 3. Corruption Investigation MonitoringTeam1. Background The ACRC set up the Corruption Investigation Monitoring

grade 6, 1 policeman, 1 maritime police, 1 military police, and 1 firefighter). The Corruption Investigation Monitoring Team has

The Corruption Investigation Monitoring Team also confirmed the other allegations, including that a public service-related agency did not impose compensation of

were held with CEOs, and a launching ceremony of a team led by public organizations to jointly monitor and prevent violations of the public interest was held on

admiring remarks of my team as I track down the latest obscure but in the Project Mercury Monitor System.

So training smart, training effectively, involves cycling through the three zones in any given week or training block: 75 percent easy running, 5 to 10 percent running at target race paces, and 15 to 20 percent fast running or hill training in the third zone to spike the heart and breathing rates. In my 5-days-a-week running schedule, that cycle looks like this: On Monday, I cross-train. Tuesday, I do an easy run in zone one, then speed up to a target race pace for a mile or two of zone-two work. On Wednesday, it’s an easy zone-one run. Thursday is an intense third-zone workout with hills, speed intervals, or a combination of the two. Friday is a recovery day to give my body time to adapt. On Saturday, I do a relaxed run with perhaps another mile or two of zone-two race pace or zone-three speed. Sunday is a long, slow run. That constant cycling through the three zones—a hard day followed by an easy or rest day—gradually improves my performance in each zone and my overall fitness. But today is not about training. It’s about cranking up that treadmill yet again, pushing me to run ever faster in the third zone, so Vescovi can measure my max HR and my max VO2, the greatest amount of oxygen my heart and lungs can pump to muscles working at their peak. When I pass into this third zone, Vescovi and his team start cheering: “Great job!” “Awesome!” “Nice work.” They sound impressed. And when I am in the moment of running rather than watching myself later on film, I really think I am impressing them, that I am lighting up the computer screen with numbers they have rarely seen from a middle-aged marathoner, maybe even from an Olympian in her prime. It’s not impossible: A test of male endurance athletes in Sweden, all over the age of 80 and having 50 years of consistent training for cross-country skiing, found they had relative max VO2 values (“relative” because the person’s weight was included in the calculation) comparable to those of men half their age and 80 percent higher than their sedentary cohorts. And I am going for a high max VO2. I am hauling in air. I am running well over what should be my max HR of 170 (according to that oft-used mathematical formula, 220 − age) and way over the 162 calculated using the Gulati formula, which is considered to be more accurate for women (0.88 × age, the result of which is then subtracted from 206). Those mathematical formulas simply can’t account for individual variables and fitness levels. A more accurate way to measure max HR, other than the test I’m in the middle of, is to strap on a heart rate monitor and run four laps at a 400-meter track, starting out at a moderate pace and running faster on each lap, then running the last one full out. That should spike your heart into its maximum range. My high max HR is not surprising, since endurance runners usually develop both a higher maximum rate at peak effort and a lower rate at rest than unconditioned people. What is surprising is that as the treadmill

the school leadership team should specifically: • Build consensus for the school’s mission of collective responsibility • Create a master schedule that provides sufficient time for team collaboration, core instruction, supplemental interventions, and intensive interventions • Coordinate schoolwide human resources to best support core instruction and interventions, including the site counselor, psychologist, speech and language pathologist, special education teacher, librarian, health services, subject specialists, instructional aides, and other classified staff • Allocate the school’s fiscal resources to best support core instruction and interventions, including school categorical funding • Assist with articulating essential learning outcomes across grade levels and subjects • Lead the school’s universal screening efforts to identify students in need of Tier 3 intensive interventions before they fail • Lead the school’s efforts at Tier 1 for schoolwide behavior expectations, including attendance policies and awards and recognitions (the team may create a separate behavior team to oversee these behavioral policies) • Ensure that all students have access to grade-level core instruction • Ensure that sufficient, effective resources are available to provide Tier 2 interventions for students in need of supplemental support in motivation, attendance, and behavior • Ensure that sufficient, effective resources are available to provide Tier 3 interventions for students in need of intensive support in the universal skills of reading, writing, number sense, English language, motivation, attendance, and behavior • Continually monitor schoolwide evidence of student learning

the primary responsibilities of the site intervention team are to: • Determine the specific learning needs of each student in need of intensive support • Diagnose the cause(s) of the student’s struggles in Tier 1 and Tier 2 • Determine the most appropriate intervention(s) to address the student’s needs • Frequently monitor the student’s progress to see if interventions are achieving the desired outcomes • Revise the student’s intervention(s) when they are not achieving the desired outcomes • Determine when special education identification is appropriate

These will indicate that your team, or a member, is not performing as well as you would expect. Absences from the team and its activities that are lengthy and cannot be explained More frequent displays of conflict and frustration, often unjustified Lack of enthusiasm and motivation to perform tasks Rumors and gossip heard on the organization’s grapevine about your team are on the increase A clique develops so that these people protect themselves from the stigma of poor performance You will need to be constantly monitoring and observing how each of your team members is performing and look for signs of reduced productivity.

How you doing, Helena?" she asked quietly. "Not so good, Alley." The wounded trooper's voice was harsh, strained, despite all the painkillers in her pharmacope could do. The plasma bolt which had knocked out her armor hadn't killed her outright, but she'd lost her left leg just below the hip, and the entire left side of her armor was a smoking ruin. Her battle rifle had been destroyed, and her vital signs flickered unsteadily on Alicia's monitors. Alicia looked up at Tanis' face through the visor of her armor, and her wing shook her head silently. "We -" Alicia began, but Chu cut her off. "I already figured it out, Alley," she said. "I figured you had," Alicia said softly, and laid her armored hand on Chu's right shoulder. She knelt there for a few silent heartbeats, then straightened her spine. "You guys need to get moving," Chu said. She reached down and drew her sidearm-a CHK three-millimeter, identical to the one Alicia normally carried. "I'll just wait here with Bill," the crippled corporal said, nodding to where her wingman had already died. Alicia gazed down at her, longing for something-anything-to say. Some comforting lie, like "I'm sure the bad guys will be too busy concentrating on us to send in a follow-up sweep," or "Hang on, and we'll get a med team out here as soon as we've polished off Green Haven." But Chu knew the odds as well as Alicia did, and she could read her own life sign monitors. She knew how little time she had left unless the med team arrived almost instantly, that only her pharmacope and augmentation were keeping her alive even now, and Alicia owed her people something better than a lie. "God bless, Helena," she said, very quietly, instead, then turned to lead the fifty-eight surviving effectives of Charlie Company, Third Battalion, Second Regiment, Fifth Brigade, Imperial Cadre back into motion.

OH, THAT YOU WOULD REND THE HEAVENS! THAT YOU WOULD COME DOWN! THE HEAVENS OPEN! The momentum of these meetings continued to build. In desperation, I positioned my heart to encounter God. I continued to see the open heaven swirling in the sanctuary of Living Waters Ministries. I was still seeing feathers and bolts of lightning, and hearing dozens of angels singing along with the worship team. On Saturday evening, the open heaven had grown to about a 25-foot circumference. I was well able to see it with my natural eyes and continued to watch it spin over the church. I was praying and observing everything. I was lying prostrate on the floor unable to move my body. I could see, and I could hear, but was totally unable to move. It was as if I was glued to the floor. However, I kept my eyes focused on the open heaven that was swirling in the church. I found myself in the same position on Sunday morning when a young man named Dean stood up to give his testimony about seeing Jesus in the Saturday evening service. When he began to share, I noticed that there was a flurry of activity around the edge of the open heaven that I was monitoring from my horizontal position on the floor. Dean became totally undone and was unable to speak about his experience. Several angels scurried to the edge and began to excitedly talk among themselves and point down at Dean. At first there were about six angels, and they were very keen to hear and see what was transpiring in the sanctuary. Soon a plethora of angels began to fill the circumference of the portal. There appeared to be angels of all ages, shapes, and sizes. I saw several small angels that appeared to be young children. (Jesus Himself referred to these; see Matthew 18:10.) I also witnessed angels

DECISIONS Useful: Graphical Presentation Monitor Key Indicators Effective Measurements Wisdom Knowledge The Goal: Strategic Thinking Predictive Value Experience and Judgment Automated Exception Notification Information Structured: Voluminous Grouped and Summarized Relationships Not Always Evident Raw Data: Massive Fragmented Meaningless Data EVENTS Figure 1-01. The Pyramid of KnowledgeToyota, this begins with genchi genbutsu, or gemba, which means literally “go see it for yourself. ” Taiichi Ohno, a founding father of Lean, once said, “Data is of course important in manufacturing, but I place the greatest emphasis on facts. ” 2 A direct and intuitive understanding of a situation is far more useful than mountains of data. The raw data stored in a database adds value for decision-making only if the right information is presented in the right format, to the right people, at the right time. A tall stack of printout may contain the right data, but it’s certainly not in an accessible format. Massive weekly batch printouts do not enable timely and proactive decisions. Raw data must be summarized, structured, and presented as digestible information. Once information is combined with direct experience, then the incredible human mind can extract and develop useful knowledge. Over time, as knowledge is accumulated and combined with direct experience and judgment, wisdom develops. This evolution is described by the classic pyramid of knowledge shown in Figure 1-01. BACK TO CHICAGO So what happened in Chicago? We can speculate upon several possible perspectives for why the team and its change leader were far from a true Lean system, yet they refused any help from IT providers: 1. They feared wasteful IT systems and procedures would be foisted on them.

Managing the Neutral Zone: A Checklist Yes No   ___ ___ Have I done my best to normalize the neutral zone by explaining it as an uncomfortable time that (with careful attention) can be turned to everyone’s advantage? ___ ___ Have I redefined the neutral zone by choosing a new and more affirmative metaphor with which to describe it? ___ ___ Have I reinforced that metaphor with training programs, policy changes, and financial rewards for people to keep doing their jobs during the neutral zone? ___ ___ Am I protecting people adequately from inessential further changes? ___ ___ If I can’t protect them, am I clustering those changes meaningfully? ___ ___ Have I created the temporary policies and procedures that we need to get us through the neutral zone? ___ ___ Have I created the temporary roles, reporting relationships, and organizational groupings that we need to get us through the neutral zone? ___ ___ Have I set short-range goals and checkpoints? ___ ___ Have I set realistic output objectives? ___ ___ Have I found the special training programs we need to deal successfully with the neutral zone? ___ ___ Have I found ways to keep people feeling that they still belong to the organization and are valued by our part of it? And have I taken care that perks and other forms of “privilege” are not undermining the solidarity of the group? ___ ___ Have I set up one or more Transition Monitoring Teams to keep realistic feedback flowing upward during the time in the neutral zone? ___ ___ Are my people willing to experiment and take risks in intelligently conceived ventures—or are we punishing all failures? ___ ___ Have I stepped back and taken stock of how things are being done in my part of the organization? (This is worth doing both for its own sake and as a visible model for others’ similar efforts.) ___ ___ Have I provided others with opportunities to do the same thing? Have I provided them with the resources—facilitators, survey instruments, and so on—that will help them do that? ___ ___ Have I seen to it that people build their skills in creative thinking and innovation? ___ ___ Have I encouraged experimentation and seen to it that people are not punished for failing in intelligent efforts that do not pan out? ___ ___ Have I worked to transform the losses of our organization into opportunities to try doing things a new way? ___ ___ Have I set an example by brainstorming many answers to old problems—the ones that people say we just have to live with? Am I encouraging others to do the same? ___ ___ Am I regularly checking to see that I am not pushing for certainty and closure when it would be more conducive to creativity to live a little longer with uncertainty and questions? ___ ___ Am I using my time in the neutral zone as an opportunity to replace bucket brigades with integrated systems throughout the organization?

No matter where you land, the keys to effective delegation remain much the same: you build a team of competent people whom you trust, you establish goals and metrics to monitor their progress, you translate higher-level goals into specific responsibilities for your direct reports, and you reinforce them through process.

How to locate find out on a Garmin GPS Device Complete Guideline How about receiving message or email on phone that your son/daughter has reached school safely when they actually do so? Don’t you will be relaxed and concentrate more on your work? If you your question how can I do this? Then the answer is with the help of Garmin GPS device. And if next question comes like this How to locate find out on a Garmin GPS Device? Then read complete information mention on page. What Is Garmin GPS Device? Garmin GPS is a device that works on the concept of Global Positioning System. With this device you will not only be able to locate your position, but also you will be able to locate position of person or thing easily. With Garmin there are multiple devices available that works fine to solve all your needs. Garmin GTU10, GPS locator works in same way. This devise is attached to stuff whose location need to be tracked. Person can monitor the activity of items in their smart phone or computer. Benefits of Garmin Locator • You can attach Garmin locator device in your kid bag and draw a virtual parameter of area which you want to track. Once your child reach within the area or out of that area, you will get notification on your phone via mess or email. • Similarly, the position of your pet, car, lovable things can also be tracked • Have you seen in movies how the heroes track location of villain by sending a framed victim with GPS to their location? I am pretty sure devices of Garmin are used there. • With the help of this device accidental bus, cars or any person’s location can be identified too. Check Out Details with Garmin Team So, if you are interested to know more about Garmin devices and How to locate find out on a Garmin GPS Device then give a call to Garmin tech support team. They will answer to all your concerns with perfection. Among all GPS devices Garmin GPS are best. One can trust on accuracy of data present. There are time comes when devices face some hiccups but not often. Also, for that Garmin customer care is there to help users. They can be reached via all communication method i.e. through call, email and online chat. The details for same are mention on web page.

the LGTSA was playing various miniature battle games weekly, usually on Saturday mornings, and with growing attendance. In fact, the group had drummed up enough regional notoriety that it managed to get the attention of the U.S. government who sent a pair of undercover Army intelligence agents, posing as a man-and-wife team of wargamers, to monitor the activities of the fledgling group. Because so little was known about wargaming and miniature combat groups, and it being a time of great social unrest, there was concern among various government agencies that such tabletop combat simulation was meant to train and plan for real-life insurgency. Mary

ready to accept my comments. She challenged me and said that if I wanted, she could prove to me that she and her team had done everything that was required. She even showed me a few slides, which indicated improvement in the parameters that tracked our execution quotient. I decided to keep a close watch on Anamika and her team and monitor their activity through further reviews. I also decided to spend time with every individual in her team. After a few reviews, I understood the real problem. The issue was that Anamika did not allow any of her colleagues to spend their time in the field helping the business. Most of the time, she asked them to make presentations for different reviews. Her instruction to her team was simple: ‘I will stand up for you, so do not worry. I know how to manage perception, but you guys should ensure that I come across well.’ Thus, many days were spent not on the real job, but on her horrible idea of managing the perception of the senior management. In doing this, the purpose of the team was lost.

Thinking Alert: Monitor the “shoulds” in your teams. They are barriers to effective communication and reduce the potential power of the team.

RoofScapes is a bonded, insured roofing contractor servicing the DFW area. Our leadership team has multiple years of experience in all aspects of the roofing industry. We are a company large enough to handle any of your commercial or residential roofing needs, yet small enough to monitor your project through from start to finish to assure your complete satisfaction.

you build a team of competent people whom you trust, you establish goals and metrics to monitor their progress, you translate higher-level goals into specific responsibilities for your direct reports, and you reinforce them through process.

The most cited experiment in this field was conducted a quarter-century ago. Researcher Benjamin Libet asked subjects to choose a random moment to perform a hand motion while hooked up to an electroencephalograph (EEG) monitor in which the so-called “readiness potential” of the brain was being monitored. Naturally, electrical signals always precede actual physical actions, but Libet wanted to know whether they also preceded a subject’s subjective feeling of intention to act. In short, is there some subjective “self ” who consciously decides things, thereby setting in motion the brain’s electrical activities that ultimately lead to the action? Or is it the other way ’round? Subjects were therefore asked to note the position of a clock’s second hand when they first felt the initial intention to move their hand. Libet’s findings were consistent, and perhaps not surprising: unconscious, unfelt, brain electrical activity occurred a full half second before there was any conscious sense of decision-making by the subject. More recent experiments by Libet, announced in 2008, analyzing separate, higher-order brain functions, have allowed his research team to predict up to ten seconds in advance which hand a subject is about to decide to raise. Ten seconds is nearly an eternity when it comes to cognitive decisions, and yet a person’s eventual decision could be seen on brain scans that long before the subject was even remotely aware of having made any decision. This and other experiments prove that the brain makes its own decisions on a subconscious level, and people only later feel that “they” have performed a conscious decision. It means that we go through life thinking that, unlike the blessedly autonomous operations of the heart and kidneys, a lever-pulling “me” is in charge of the brain’s workings. Libet concluded that the sense of personal free will arises solely from a habitual retrospective perspective of the ongoing flow of brain events.

afternoon, Mr. James zipped around the school in his golf cart and sped toward the back of the building. In the fourteen years that he’d been working at Maplewood, it had become a tradition for him to see off the athletic teams when they had away games. And even though he was supposed to be monitoring the front exits, there was no way he was going to tempt fate by skipping the send-off. This game was too important.

THESE TEAMS WOULD model some of the steps we can all take to eliminate racial inequity in our spaces. Admit racial inequity is a problem of bad policy, not bad people. Identify racial inequity in all its intersections and manifestations. Investigate and uncover the racist policies causing racial inequity. Invent or find antiracist policy that can eliminate racial inequity. Figure out who or what group has the power to institute antiracist policy. Disseminate and educate about the uncovered racist policy and antiracist policy correctives. Work with sympathetic antiracist policymakers to institute the antiracist policy. Deploy antiracist power to compel or drive from power the unsympathetic racist policymakers in order to institute the antiracist policy. Monitor closely to ensure the antiracist policy reduces and eliminates racial inequity. When policies fail, do not blame the people. Start over and seek out new and more effective antiracist treatments until they work. Monitor closely to prevent new racist policies from being instituted.

When thinking about how to incorporate lecture videos, many online faculty imagine posting videos of their classroom lectures in the course. This is certainly one way to do it, and some institutions are investing in elaborate lecture-capture systems to facilitate this process. But lecture capture requires expensive tech and a team of skilled professionals. The small teaching way is to record short narrated slideshow videos or webcam-style videos speaking directly to the camera on your computer monitor. The key word here is short. “Traditional in-person lectures usually last an hour, but students have much shorter attention spans when watching educational videos online,” writes Philip Guo in a blog post about a study he and his colleagues conducted (Guo, 2013). The researchers compiled data from 6.9 million video-watching sessions to track engagement patterns of online students. Their findings led to a strong recommendation that online class videos should be no longer than six minutes.

An example of the extent of the FSB and GRU covert cyber collection and exploitation was the exposure of what was most likely a Russian State Security & Navy Intelligence covert operation to monitor, exploit and hack targets within the central United States from Russian merchant ships equipped with advanced hacking hardware and tools. The US Coast guard boarded the merchant ship SS Chem Hydra and in it they found wireless intercept equipment associated with Russian hacking teams. Apparently the vessel had personnel on board who were tasked to collect intelligence on wireless networks and attempt hackings on regional computer networks in the heartland of America.59

That’s one of the key challenges of remote work: keeping everyone’s outlook healthy and happy. That task is insurmountable if you’ve stacked your team with personalities who tend to let their inner asshole loose every now and again. Even for people with the best intentions, relations can go astray if the work gets stressful (and what work doesn’t occasionally?). The best ballast you can have is as many folks in your boat as possible with a thoroughly optimistic outlook. We’re talking about people who go out of their way to make sure everyone is having a good time. Remember: sentiments are infectious, whether good or bad. That’s also why it’s as important to continuously monitor the work atmosphere as to hire for it. It’s never a good idea to let poisonous people stick around to spoil it for everyone else, but in a remote-work setup it’s deadly. When you’re a manager and your employees are far flung, it’s impossible to see the dread in their eyes, and that can be fatal. With respect to drama, it therefore makes sense to follow the “No Broken Windows” theory of enforcement. What are we talking about? Well, in the same way that New York cracked down in the ’90s on even innocuous offenses like throwing rocks through windows or jumping the turnstile, a manager of remote workers needs to make an example of even the small stuff—things like snippy comments or passive-aggressive responses. While this responsibility naturally falls to those in charge, it works even better if policed by everyone in the company.

with the Sravastis. If they need to make a stop or two along the way for essentials, that’s fine, but only necessary ones. Once you’re at the house with them, stay there.” Another gift. Normally that’s Vic’s job. Speaking with families, monitoring who comes to visit and what they say. The Eddison from college, from the academy, would be laughing himself shitless, but the man he is now—the agent he is now—knows to be grateful for true friendship wherever it can be found. “Finney’s got guards outside the operating room and in the scrub room, just in case,” Vic continues before Eddison can decide whether or not a thank-you would be appropriate here. “I’ll wait here with him for more updates and coordinate with Ramirez and the team down in Rosemont.” The curtain hooks rattle on their metal slide as Deshani pushes the plastic back into place against the wall. Priya settles back onto the bed, clad in fleecy, cheerful yellow pajama pants and a long-sleeve FBI T-shirt. “It’s a very well-supplied gift shop,” she says dryly, wrapping her hands gingerly around her hot

By design, flow systems have an everything-works-or-nothing-works quality which must be respected and anticipated. This means that the production team must be cross-skilled in every task (in case someone is absent or needed for another task) and that the machinery must be made 100 percent available and accurate through a series of techniques called Total Productive Maintenance (TPM). It also means that work must be rigorously standardized (by the work team, not by some remote industrial engineering group) and that employees and machines must be taught to monitor their own work through a series of techniques commonly called poka-yoke, or mistake-proofing, which make it impossible for even one defective part to be sent ahead to the next step.7

Dr. Joff Silberg and Dr. Carrie Masiello are a husband-and-wife team of professors at Rice University. He is a synthetic biologist. She is a geologist. But somehow they managed to move past that and find love. Dr. Masiello studies biochar, which is made when plant matter gets baked at a high temperature in the absence of oxygen. The creation of biochar sequesters carbon that would otherwise end up back in the atmosphere, and it is frequently added to soil to increase plant growth. We don’t know precisely why it helps plant growth, but it may be that it alters the composition of microbes in the soil. Dr. Masiello wanted bacteria that could report back to her on what conditions were like for microbes living in soil with and without biochar. She asked Dr. Silberg to make her a synthetic microbe for Valentine’s Day. Yes, really. Dr. Silberg created bacteria that release gases that aren’t commonly found in soil. So by putting the synthetic microbes in soil, then monitoring the gas release, we can “eavesdrop” on microbe behavior instead of grinding them up for analysis.

One of the most vexing dilemmas that stable corporations face when they seek to rekindle growth by launching new businesses is that their internal schools of experience have offered precious few courses in which managers could have learned how to launch new disruptive businesses. In many ways, the managers that corporate executives have come to trust the most because they have consistently delivered the needed results in the core businesses cannot be trusted to shepherd the creation of new growth. Human resources executives in this situation need to shoulder a major burden. They need to monitor where in the corporation’s schools of experience the needed courses might be created, and ensure that promising managers have the opportunity to be appropriately schooled before they are asked to take the helm of a new-growth business. When managers with the requisite education cannot be found internally, they need to ensure that the management team, as a balanced composite, has within it the requisite perspectives from the right schools of experience.

DevOps simply adds the idea that small, cross-functional teams should own the entire delivery process from concept through user feedback and production monitoring.

These capabilities include (but are not restricted to): ​•​Application security ​•​Commercial and operational viability analysis ​•​Design and architecture ​•​Development and coding ​•​Infrastructure and operability ​•​Metrics and monitoring ​•​Product management and ownership ​•​Testing and quality assurance ​•​User experience (UX)

Groups like SEAL teams and flight crews operate in truly complex environments, where adaptive precision is key. Such situations outpace a single leader’s ability to predict, monitor, and control. As a result, team members cannot simply depend on orders; teamwork is a process of reevaluation, negotiation, and adjustment; players are constantly sending messages to, and taking cues from, their teammates, and those players must be able to read one another’s every move and intent. When a SEAL in a target house decides to enter a storeroom that was not on the floor plan they had studied, he has to know exactly how his teammates will respond if his action triggers a firefight, just as a soccer forward must be able to move to where his teammate will pass the ball. Harvard Business School teams expert Amy Edmondson explains, “Great teams consist of individuals who have learned to trust each other. Over time, they have discovered each other’s strengths and weaknesses, enabling them to play as a coordinated whole.” Without this trust, SEAL teams would just be a collection of fit soldiers

A healthy work environment will be characterized by a number of factors. Including - Quality team members, effective communication skills and procedures set in place to facilitate regular communication, trusting relationships, common vision and goals among team members, standardized processes and procedures including standards to be met and on-going monitoring of performance, healthy methods for correction and conflict resolution, clear lines of responsibility, including accountability and rewards for results. the more these characteristics exist in an organization, the more likely the organization will meet its goals and the team members will enjoy their work.

Four years to the day after Fairchild's 1908 gift of the trees to Washington's schools, on March 27, 1912, Mrs. Taft broke dirt during the private ceremony in West Potomac Park near the banks of the Potomac River. The wife of the Japanese ambassador was invited to plant the second tree. Eliza Scidmore and David Fairchild took shovels not long after. The 3,020 trees were more than could fit around the tidal basin. Gardeners planted extras on the White House grounds, in Rock Creek Park, and near the corner of Seventeenth and B streets close to the new headquarters of the American Red Cross. It took only two springs for the trees to become universally adored, at least enough for the American government to feel the itch to reciprocate. No American tree could rival the delicate glamour of the sakura, but officials decided to offer Japan the next best thing, a shipment of flowering dogwoods, native to the United States, with bright white blooms. Meanwhile, the cherry blossoms in Washington would endure over one hundred years, each tree replaced by clones and cuttings every quarter century to keep them spry. As the trees grew, so did a cottage industry around them: an elite group of gardeners, a team to manage their public relations, and weather-monitoring officials to forecast "peak bloom"---an occasion around which tourists would be encouraged to plan their visits. Eventually, cuttings from the original Washington, D.C, trees would also make their way to other American cities with hospitable climates. Denver, Colorado; Birmingham, Alabama; Saint Paul, Minnesota.

Lean into the inherent flexibility of the remote format. Instead of monitoring team members obsessively, encourage their autonomy. They will gain confidence, agency, and efficiency. The result is a more productive team.

The growth lead sets the course for experimentation as well as the tempo of experiments to be run, and monitors whether or not the team is meeting their goals.

The fallout from the story was predictable. The threats started to roll in. Thomas Stansfield moved decisively. He ordered a security system for Kennedy’s home and gave her a driver. The CIA monitored the security system, and at least once a night, a CIA security team would drive by the house and check things out. Kennedy was also given a pager with a panic button. She was ordered to have it on, or next to her, twenty-four hours a day

He laid out the defining characteristics, workflow, and management as follows. A two-pizza team will: Be small. No more than ten people. Be autonomous. They should have no need to coordinate with other teams to get their work done. With the new service-based software architecture in place, any team could simply refer to the published application programming interfaces (APIs) for other teams. (More on this new software architecture to follow.) Be evaluated by a well-defined “fitness function.” This is the sum of a weighted series of metrics. Example: a team that is in charge of adding selection in a product category might be evaluated on: a)  how many new distinct items were added for the period (50 percent weighting) b)  how many units of those new distinct items were sold (30 percent weighting) c)  how many page views those distinct items received (20 percent weighting) Be monitored in real time. A team’s real-time score on its fitness function would be displayed on a dashboard next to all the other two-pizza teams’ scores. Be the business owner. The team will own and be responsible for all aspects of its area of focus, including design, technology, and business results. This paradigm shift eliminates the all-too-often heard excuses such as, “We built what the business folks asked us to, they just asked for the wrong product,” or “If the tech team had actually delivered what we asked for and did it on time, we would have hit our numbers.” Be led by a multidisciplined top-flight leader. The leader must have deep technical expertise, know how to hire world-class software engineers and product managers, and possess excellent business judgment. Be self-funding. The team’s work will pay for itself. Be approved in advance by the S-Team. The S-Team must approve the formation of every two-pizza team.

But I couldn’t do it alone; my success relied heavily on my crew. Unlike most endurance events, Ultraman is a completely self-supported adventure. From a van that was packed floor to ceiling with spare bicycle parts, tools, food bins, canisters of race nutrition, coolers of ice water, overnight luggage, and enough race apparel to suit all weather conditions, it was up to my crew to not just cheerlead, but monitor my hydration and caloric intake, manage unforeseen obstacles like equipment failure, and navigate the many tricky turns necessary to keep me on course. Of course, nothing ever goes according to plan. But I’d assembled a great team that was captained by my cyclist friend Chris Uettwiller. Also helping out: the Buddha-like L. W. Walman, and my dad, who’d flown in from Washington, D.C., and was thrilled to be handling driving duties.

CRM (Customer Relationship Management) is a marketing strategy that focuses on managing interactions and relationships with customers. CRM enables businesses to improve customer satisfaction, loyalty, and retention by providing personalized experiences that meet their needs. CRM is an essential aspect of modern marketing as it enables businesses to understand their customers' behavior, preferences, and needs and develop targeted marketing campaigns that resonate with them. In Go High Level, CRM (Customer Relationship Management) is a core component of the platform. The CRM functionality in Go High Level enables businesses to manage their customer interactions and relationships more effectively, improving customer satisfaction, loyalty, and retention. The CRM functionality in Go High Level includes a range of features and tools designed to help businesses automate and streamline their customer-facing processes, as well as provide them with insights into their customers' behavior, preferences, and needs. In essence, CRM is a set of practices, technologies, and strategies that businesses use to manage their customer interactions and relationships. The goal of CRM is to build stronger, more meaningful relationships with customers by providing them with personalized experiences and tailored solutions. CRM in marketing can be divided into three main categories: operational CRM, analytical CRM, and collaborative CRM. Operational CRM focuses on automating and streamlining customer-facing processes, such as sales, marketing, and customer service. This type of CRM is designed to improve efficiency and productivity by automating repetitive tasks and providing a centralized database of customer information. Operational CRM includes features such as sales pipeline management, lead nurturing, and customer service management. Analytical CRM focuses on analyzing customer data to gain insights into their behavior, preferences, and needs. This type of CRM enables businesses to make data-driven decisions by providing them with a better understanding of their customers' needs and preferences. Analytical CRM includes features such as customer segmentation, data mining, and predictive analytics. Collaborative CRM focuses on enabling businesses to collaborate and share customer information across different departments and functions. This type of CRM helps to break down silos within organizations and improve communication and collaboration between different teams. Collaborative CRM includes features such as customer feedback management, social media monitoring, and knowledge management. CRM is important for marketing because it enables businesses to build stronger, more meaningful relationships with customers. By understanding their customers' behavior, preferences, and needs, businesses can develop targeted marketing campaigns that resonate with them. This results in higher customer satisfaction, loyalty, and retention. CRM can also help businesses to improve their sales and marketing processes by providing them with better visibility into their sales pipeline and enabling them to track and analyze their marketing campaigns' effectiveness. This enables businesses to make data-driven decisions to improve their sales and marketing strategies, resulting in increased revenue and growth. Another benefit of CRM in marketing is that it enables businesses to personalize their marketing campaigns. Personalization is essential in modern marketing as it enables businesses to tailor their marketing messages and solutions to meet their customers' specific needs and preferences. This results in higher engagement and conversion rates, as customers are more likely to respond to marketing messages that resonate with them. Lead Generation: Go High Level provides businesses with a range of tools to generate leads, including customizable landing pages, web forms, and social media integrations.

received (20 percent weighting) Be monitored in real time. A team’s real-time score on its fitness function would be displayed on a dashboard next to all the other two-pizza teams’ scores. Be the business owner. The team will own and be responsible for all aspects of its area of focus, including design, technology, and business results

The WBR is an important embodiment of how metrics are put into action at Amazon, but it isn’t the only one. Metrics dashboards and reports are established by every engineering, operations, and business unit at the company. In many cases metrics are monitored in real time, and each critical technical and operational service receives an “alarm” to ensure that failures and outages are identified instantly. In other cases, teams rely on dashboards that are updated hourly or daily for their metrics.

To recap, here’s what we all can do to stop the mass shooting epidemic: As Individuals: Trauma: Build relationships and mentor young people Crisis: Develop strong skills in crisis intervention and suicide prevention Social proof: Monitor our own media consumption Opportunity: Safe storage of firearms; if you see or hear something, say something. As Institutions: Trauma: Create warm environments; trauma-informed practices; universal trauma screening Crisis: Build care teams and referral processes; train staff Social proof: Teach media literacy; limit active shooter drills for children Opportunity: Situational crime prevention; anonymous reporting systems As a Society: Trauma: Teach social emotional learning in schools. Build a strong social safety net with adequate jobs, childcare, maternity leave, health insurance, and access to higher education Crisis: Reduce stigma and increase knowledge of mental health; open access to high quality mental health treatment; fund counselors in schools Social proof: No Notoriety protocol; hold media and social media companies accountable for their content Opportunity: Universal background checks, red flag laws, permit-to-purchase, magazine limits, wait periods, assault rifle ban

Tearing Down Monoliths “Be autonomous.” Sounds simple, doesn’t it? In fact, it would be hard to overstate the effort we expended to free these teams from the constraints that bound them so tightly at the beginning. The effort would necessitate major changes to the way we wrote, built, tested, and deployed our software, how we stored our data, and how we monitored our systems to keep them running twenty-four hours a day, seven days a week.

When Bouchard’s twin-processing operation was in full swing, he amassed a staff of eighteen—psychologists, psychiatrists, ophthalmologists, cardiologists, pathologists, geneticists, even dentists. Several of his collaborators were highly distinguished: David Lykken was a widely recognized expert on personality, and Auke Tellegen, a Dutch psychologist on the Minnesota faculty, was an expert on personality measuring. In scheduling his twin-evaluations, Bouchard tried limiting the testing to one pair of twins at a time so that he and his colleagues could devote the entire week—with a grueling fifty hours of tests—to two genetically identical individuals. Because it is not a simple matter to determine zygosity—that is, whether twins are identical or fraternal—this was always the first item of business. It was done primarily by comparing blood samples, fingerprint ridge counts, electrocardiograms, and brain waves. As much background information as possible was collected from oral histories and, when possible, from interviews with relatives and spouses. I.Q. was tested with three different instruments: the Wechsler Adult Intelligence Scale, a Raven, Mill-Hill composite test, and the first principal components of two multiple abilities batteries. The Minnesota team also administered four personality inventories (lengthy questionnaires aimed at characterizing and measuring personality traits) and three tests of occupational interests. In all the many personality facets so laboriously measured, the Minnesota team was looking for degrees of concordance and degrees of difference between the separated twins. If there was no connection between the mean scores of all twins sets on a series of related tests—I.Q. tests, for instance—the concordance figure would be zero percent. If the scores of every twin matched his or her twin exactly, the concordance figure would be 100 percent. Statistically, any concordance above 30 percent was considered significant, or rather indicated the presence of some degree of genetic influence. As the week of testing progressed, the twins were wired with electrodes, X-rayed, run on treadmills, hooked up for twenty-four hours with monitoring devices. They were videotaped and a series of questionnaires and interviews elicited their family backgrounds, educations, sexual histories, major life events, and they were assessed for psychiatric problems such as phobias and anxieties. An effort was made to avoid adding questions to the tests once the program was under way because that meant tampering with someone else’s test; it also would necessitate returning to the twins already tested with more questions. But the researchers were tempted. In interviews, a few traits not on the tests appeared similar in enough twin pairs to raise suspicions of a genetic component. One of these was religiosity. The twins might follow different faiths, but if one was religious, his or her twin more often than not was religious as well. Conversely, when one was a nonbeliever, the other generally was too. Because this discovery was considered too intriguing to pass by, an entire additional test was added, an existing instrument that included questions relating to spiritual beliefs. Bouchard would later insist that while he and his colleagues had fully expected to find traits with a high degree of heritability, they also expected to find traits that had no genetic component. He was certain, he says, that they would find some traits that proved to be purely environmental. They were astonished when they did not. While the degree of heritability varied widely—from the low thirties to the high seventies— every trait they measured showed at least some degree of genetic influence. Many showed a lot.

Poop is an absolute gold mine,’ she told me. Scat samples enable her team to monitor not just the orcas’ oestrogen levels, but also their stress and pregnancy hormones.

I’ve signed into a video chat room and posted contact details on the CERN forums. I only hope someone from the liaison team is monitoring them. Certainly, they won’t be expecting to hear from us via Switzerland.

As you might expect, a person’s brain works best when the upstairs and downstairs are integrated with each other. So a parent’s goal should be to help build and reinforce the metaphorical stairway that connects the child’s upper and lower brain so that the two can work as a team. When a fully functioning staircase is in place, the upper and lower parts of the brain are vertically integrated. That means that the upstairs can monitor the actions of the downstairs and help calm the strong reactions, impulses, and emotions that originate there. But vertical integration works in the other direction, too, with the downstairs brain and the body (the house’s foundation) making important “bottom-up” contributions

the plan for the changes, not the transitions. The plan we are talking about outlines the steps and schedule in which people will receive the information, training, and support they need to make the transition. It lays out the nature and timing of key events that mark the phases of the transition: a ceremony marking the disbanding of a group, the formation of a transition monitoring team, the scheduling of a visit to another site, an all-hands question-and-answer session with the site manager, and the start of a training program.

You also need to give people a role in dealing effectively with the transition process itself. The easiest way to do this is to be sure that everyone has some role on one of the planning task forces, climate survey groups, problem-solving circles, or transition monitoring teams.

Master the Art of 'Strategic Disengagement': This might sound counterintuitive, but sometimes the best thing a leader can do is step back. No, this isn't negligence; it's strategic disengagement. There are moments when your involvement can actually stifle your team's growth or limit their problem-solving capabilities. Recognize those moments and give your team the space to take ownership. This doesn’t mean you’re off the hook or aloof. You're still monitoring progress and available for guidance, but you’re not micromanaging every decision. You'll be surprised how often the best solutions come when you're not breathing down someone's neck.

I guess she must have been right; I seemed to fit in. But the thing is, I never felt that I belonged. And now, looking back, I see that the reason was that I was never myself. I was an extreme chameleon. In psychology, we call this self-monitoring, which is the ability to read social situations and fit in no matter what. But when you are always acting to fit in, it is easy to lose your sense of who you are. And really, we don't need to fit in, we just need to find a way to fit together.

QYK executives anticipated the surge in demand by monitoring website analytics. Tammabattula explained, "Early March, that's when we saw the surge in searches for hand sanitizer. That's when we started ramping up our production." Despite the challenges, his team is committed to doing everything possible to meet the growing demand for hand sanitizers.

In one study, a trio of professors from Harvard Business School tracked more than one thousand acclaimed equity analysts over a decade and monitored how their performance changed as they switched firms. Their dour conclusion, “When a company hires a star, the star’s performance plunges, there is a sharp decline in the functioning of the group or team the person works with, and the company’s market value falls.”20 The hiring organization is let down because it failed to consider systems-based advantages that the prior employer supplied, including firm reputation and resources. Employers also underestimate the relationships that supported previous success, the quality of the other employees, and a familiarity with past processes.

was exploring something called Decoded Neurofeedback. It resembled old-fashioned biofeedback, but with neural imaging for real-time, AI-mediated feedback. A first group of subjects—the “targets”—entered emotional states in response to external prompts, while researchers scanned relevant regions of their brains using fMRI. The researchers then scanned the same brain regions of a second group of subjects—the “trainees”—in real time. AI monitored the neural activity and sent auditory and visual cues to steer the trainees toward the targets’ prerecorded neural states. In this way, the trainees learned to approximate the patterns of excitation in the targets’ brains, and, remarkably, began to report having similar emotions. The technique dated back to 2011, and it claimed some impressive early results. Teams in Boston and Japan taught trainees to solve visual puzzles faster, simply by training them on the visual cortex patterns of targets who’d learned the puzzles by trial and error. Other experimenters recorded the visual fields of target subjects exposed to the color red. Trainees who learned, through feedback, to approximate that same neural activity reported seeing red in their mind’s eye. Since those days, the field had shifted from visual learning to emotional conditioning. The big grant money was going to desensitizing people with PTSD. DecNef and Connectivity Feedback were being touted as treatments to all kinds of psychiatric disorders. Marty Currier worked on clinical applications. But he was also pursuing

if we use electrodes to study its oddly intelligent brain, we can replicate a pack of cloned genius dogs to do our bidding.” Everyone in the room smiled along with their leader. They followed his gaze to the TV monitor, now showing a photo of Wolfe with his arm around a young woman, and talking to a smiling black couple, while the dog sat at their feet. If any of those people happened to witness Jake Wolfe’s murder, they’d be killed too. He turned to Gisela and demanded, “Is the laboratory completion on schedule?” “Yes, it’s ready now, awaiting the scientists.” She tapped the remote and played a video. Attached to the mansion, in what appeared to be a five-car garage, a secret laboratory had been prepared for two epidemiologists Belken intended to kidnap. They would be forced to mutate the 1918 influenza pathogen into an even deadlier strain to be used as an aerosolized microbe weapon sprayed from ships or planes onto targeted cities. Their other task, equally important, would be to develop a new flu shot to immunize against the threat. There were murmurs of approval around the table. Belken nodded, hearing their flattering remarks. “Any report on our team kidnapping the targets?

We hate the anxiety of uncertainty. Pretending is the price we pay to remove it. So we comfort ourselves with orderly org charts, working backward from a preset destination, factoring out what we can’t measure, tasking team members using “key performance indicators”—monitoring it all with “dashboards,” turning and tuning the dials as if running a machine. It is our way of self-soothing by exerting control and power over whatever and whomever we can.

In general, an SRE team is responsible for the availability, latency, performance, efficiency, change management, monitoring, emergency response, and capacity planning of their service(s). We

During an interview with Diversity Inc.’s director of research and product development, she walked me through a typical presentation used to pitch the value of the company’s software to prospective clients. I learned that their products are especially valuable to those industries not allowed to collect ethno-racial data directly from individuals because of civil rights legislation that attempts to curb how these data are used to discriminate. But now those who work in finance, housing, and healthcare can use predictive software programs to ascertain information that they cannot request directly. The US Health Insurance Portability and Accountability Act (HIPAA) privacy rule, for example, strictly monitors the collection, storage, and communication of individuals’ “protected health information,” among other features of the law. This means that pharmaceutical companies, which market to different groups, need indirect methods to create customer profiles, because they cannot collect racial-ethnic data directly. This is where Diversity Inc. comes in. Its software programs target customers not only on the basis of race and ethnicity, but also on the basis of socioeconomic status, gender, and a growing list of other attributes. However, the company does not refer to “race” anywhere in their product descriptions. Everything is based on individuals’ names, we are told. “A person’s name is data,” according to the director of research and product development. She explains that her clients typically supply Diversity Inc. with a database of client names and her team builds knowledge around it. The process, she says, has a 96 percent accuracy rate, because so many last names are not shared across racial–ethnic groups – a phenomenon sociologists call “cultural segregation.”18

If you want to construct the perfect virtual team, there are a number of elements that you need to consider. The first is how many staff members will you require? If you have several employees, you may require more than one team to complete various jobs. If you are working with individuals from various histories, it will be harder to examine their capacities. If you employ people with varying degrees of experience, the team will be less efficient as well as will only wind up developing even more irritation. The 2nd aspect is the ability degree of each member. This is necessary since you will certainly require to produce a sense of neighborhood among employees. A virtual team-building video game will certainly aid you to attain this. A virtual team-building game called the 100 Information Obstacle is fun and also can make everyone included really feel even more connected. You can locate an assisted-in virtual team structure game with a business such as a Tag. If you do not intend to employ a team leader, you can attempt the 100 Things Challenge to discover exactly how you can develop a community within your business. Another attribute of a virtual team monitoring device is the capability to take care of digital teams from throughout the globe. This device makes it less complicated to take care of online teams from anywhere. As an example, if you have a remote employee, you can use the ClickUp app to appoint jobs and timetable meetings. You can even use it as a style accessory, which has been hailed by Path magazine. And also if you're seeking one more virtual team-building tool, it deserves to think about Donut. Virtual team structure video games are enjoyable ways to create a connection and also construct team comradery. Gamings like online retreat areas, murder mysteries, tests, as well as facts video games can also be an enjoyable way to connect with a staff member.

when not handled well) reduces psychological safety. Research shows that lower-status team members generally feel less safe than higher-status members. Research also shows that we are constantly assessing our relative status, monitoring how we stack up against others, again mostly subconsciously. Further, those lower in the status hierarchy experience stress in the presence of those with higher status.

the ability to delegate lies at the heart of leadership.3 Regardless of where you land in the organization, the keys to effective delegation remain pretty much the same: you build a team of competent people whom you trust, you establish goals and metrics through which you can monitor people’s progress, you translate higher-level goals into specific responsibilities for your direct reports, and you reinforce them through some sort of management-by-objectives process.

Scrum doesn’t have project managers. Instead, the team is empowered. They’re responsible for the outcome, and they can manage themselves. The classic project manager ‘boss’ of the team isn’t needed in Scrum. The team plans each Sprint based on the priorities of the Product Owner. They divide the work among themselves, make progress transparent and monitor themselves.

I smiled. “Hey, ‘Eve,’” I said. “Think you’ve got some uninvited guests.” Now they were on three monitors. Teams of men in uniform black, huddled down behind riot shields, forcing their way into the Enclave lobby. A tear-gas grenade exploded on one camera, blanketing the lens in white smoke. On the parking lot view, a swarm of police cruisers ringed the building. “Oh, hey,” I said. “Looks like the whole Vegas Metro SWAT division is here. Plus the FBI, Homeland Security, and probably the IRS for good measure.” Lauren shook her head wildly. Her plants quivered. “What? How? They have no reason to be here, no evidence against me!

The agency had set up fake local internet cafes equipped with key-logging software. This allowed GCHQ to hack delegates’ passwords, which could be exploited later. GCHQ also penetrated their BlackBerrys to monitor email messages and phone calls. A team of 45 analysts kept a real-time log of who phoned whom during the summit. Turkey’s finance minister and 15 other members of his delegation were among the targets. This had, of course, nothing whatever to do with terrorism. The

What should employees do once technologies like enterprise software and the World Wide Web free them from the “paperwork mine”? Hammer and Champy offered a clear answer in Reengineering the Corporation: with the computers handling the routine, people should be empowered to exercise their judgment. “Most of the checking, reconciling, waiting, monitoring, tracking—the unproductive work . . .—is eliminated by reengineering. . . . People working in a reengineered process are, of necessity, empowered. As process team workers they are both permitted and required to think, interact, use judgment, and make decisions.

BillingParadise has developed a dedicated software for workflow management. A web application that addresses the revenue cycle challenges of single physician practice owner to Hospital CFOs. From tracking denials to Cross-team collaboration to monitor denial workflow and generating reports with just few clicks. We have given a simple demo of denial management process optimization and workflow management module here. This demo will walk you through, how decision makers like you can zero-down on denied claims. Thus increase revenue by improving productivity and cut costs. We offer software as a service package. Call +1 888-571-9069 For more information, contact: BillingParadise 2009 N. Lynn Taylor, TX 76574, United States. Phone: +1 214-783-6295

These increases in brain cholesterol and pituitary activity were clues that were rich in their implications, and in the late 1960’s a research team at the University of California at Berkeley began to look for specific differences in the neural structures of gentled and ungentled rats. They found that greater tactile stimulation resulted in the following differences: These animals’ brains were heavier, and in particular they had heavier and thicker cerebral cortexes. This heaviness was not due only to the presence of more cholesterol—that is, more myeline sheaths—but also to the fact that actual neural cell bodies and nuclei were larger. Associated with these larger cells were greater quantities of cholinesterase and acetylcholinesterase, two enzymes that support the chemical activities of nerve cells, and also a higher ratio of RNA to DNA within the cells. Increased amounts of these specific compounds indicates higher metabolic activity. Measurements of the synaptic junctions connecting nerve cells revealed that these junctions were 50% larger in cross-section in the gentled rats than in the isolated ones. The gentled rats’ adrenal glands were also markedly heavier, evidence that the pituitary-adrenal axis—the most important monitor of the body’s hormonal secretions—was indeed more active.34 Many other studies have confirmed and added to these findings. Laboratory animals who are given rich tactile experience in their infancy grow faster, have heavier brains, more highly developed myelin sheaths, bigger nerve cells, more advanced skeletal muscular growth, better coordination, better immunological resistance, more developed pituitary/adrenal activity, earlier puberties, and more active sex lives than their isolated genetic counterparts. Associated with these physiological advantages are a host of emotional and behavioral responses which indicate a stronger and much more successfully adapted organism. The gentled rats are much calmer and less excitable, yet they tend to be more dominant in social and sexual situations. They are more lively, more curious, more active problem solvers. They are more willing to explore new environments (ungentled animals usually withdraw fearfully from novel situations), and advance more quickly in all forms of conditioned learning exercises.35 Moreover, these felicitous changes are not to be observed only in infancy and early maturation; an enriched environment will produce exactly the same increases in brain and adrenal weights and the same behavioral changes in adult animals as well, even though the adults require a longer period of stimulation to show the maximum effect.36

balance in leadership is crucial to victory. It must be monitored at all times and it must be modulated to specific situations as they arise. If a team member fails to perform adequately, for example, a leader must get down in the weeds and micromanage that member until he or she executes correctly. But once the team member gets back on track and resumes effective performance, the leader must maintain the ability to back off and give that team member room to take greater ownership and manage tasks on his or her own.

authors of more recent books have also praised the bureau for destroying the Nazi networks in South America. But the FBI didn’t intercept the messages. It didn’t monitor the Nazi circuits. It didn’t break the codes. It didn’t solve any Enigma machines. The coast guard did this stuff—the little codebreaking team that Elizebeth created from nothing. During the Second World War, an American woman figured out how to sweep the globe of undercover Nazis. The proof was on paper: four thousand typed decryptions of clandestine Nazi messages that her team shared with the global intelligence community. She had conquered at least forty-eight different clandestine radio circuits and three Enigma machines to get these plaintexts. The pages found their way to the navy and to the army. To FBI headquarters in Washington and bureaus around the world. To Britain. There was no mistaking their origin. Each sheet said “CG Decryption” at the bottom, in black ink.

There’s also a great post from the Datadog team on visualizing time series data that is worth reading.

Bugs that make it out to customers are an important measure for me to monitor the impact I am bringing to a team. I like that number to be around 0, roughly! Also, I really take to heart what the buzz is about my project. If my project has a reputation for bugs or a crappy UI, say, in user forums (watch user forums closely!), I take that as signal for me to improve the level of impact I have on a project. A project can also suffer from bug debt, old bugs that never get fixed, so I also measure my impact by how many old bugs exist that still affect users today. I make an effort to escalate these and use the time a bug has existed as part of the justification for upping its priority.

The screen is encroaching on the eye, from TVs to computer monitors to phone screens to smart watches to VR goggles to tiny LEDs that project images onto the retina to neural implants that communicate directly with the optic nerve.

In a now-famous experiment, he and his colleagues compared three groups of expert violinists at the elite Music Academy in West Berlin. The researchers asked the professors to divide the students into three groups: the “best violinists,” who had the potential for careers as international soloists; the “good violinists”; and a third group training to be violin teachers rather than performers. Then they interviewed the musicians and asked them to keep detailed diaries of their time. They found a striking difference among the groups. All three groups spent the same amount of time—over fifty hours a week— participating in music-related activities. All three had similar classroom requirements making demands on their time. But the two best groups spent most of their music-related time practicing in solitude: 24.3 hours a week, or 3.5 hours a day, for the best group, compared with only 9.3 hours a week, or 1.3 hours a day, for the worst group. The best violinists rated “practice alone” as the most important of all their music-related activities. Elite musicians—even those who perform in groups—describe practice sessions with their chamber group as “leisure” compared with solo practice, where the real work gets done. Ericsson and his cohorts found similar effects of solitude when they studied other kinds of expert performers. “Serious study alone” is the strongest predictor of skill for tournament-rated chess players, for example; grandmasters typically spend a whopping five thousand hours—almost five times as many hours as intermediatelevel players—studying the game by themselves during their first ten years of learning to play. College students who tend to study alone learn more over time than those who work in groups. Even elite athletes in team sports often spend unusual amounts of time in solitary practice. What’s so magical about solitude? In many fields, Ericsson told me, it’s only when you’re alone that you can engage in Deliberate Practice, which he has identified as the key to exceptional achievement. When you practice deliberately, you identify the tasks or knowledge that are just out of your reach, strive to upgrade your performance, monitor your progress, and revise accordingly. Practice sessions that fall short of this standard are not only less useful—they’re counterproductive. They reinforce existing cognitive mechanisms instead of improving them. Deliberate Practice is best conducted alone for several reasons. It takes intense concentration, and other people can be distracting. It requires deep motivation, often self-generated. But most important, it involves working on the task that’s most challenging to you personally. Only when you’re alone, Ericsson told me, can you “go directly to the part that’s challenging to you. If you want to improve what you’re doing, you have to be the one who generates the move. Imagine a group class—you’re the one generating the move only a small percentage of the time.” To see Deliberate Practice in action, we need look no further than the story of Stephen Wozniak. The Homebrew meeting was the catalyst that inspired him to build that first PC, but the knowledge base and work habits that made it possible came from another place entirely: Woz had deliberately practiced engineering ever since he was a little kid. (Ericsson says that it takes approximately ten thousand hours of Deliberate Practice to gain true expertise, so it helps to start young.)