Monitoring Progress Quotes

So here we have purposeful practice in a nutshell: Get outside your comfort zone but do it in a focused way, with clear goals, a plan for reaching those goals, and a way to monitor your progress. Oh, and figure out a way to maintain your motivation.

Moderately fast growers (20 to 25 percent) in nongrowth industries are ideal investments. • Look for companies with niches. • When purchasing depressed stocks in troubled companies, seek out the ones with the superior financial positions and avoid the ones with loads of bank debt. • Companies that have no debt can’t go bankrupt. • Managerial ability may be important, but it’s quite difficult to assess. Base your purchases on the company’s prospects, not on the president’s resume or speaking ability. • A lot of money can be made when a troubled company turns around. • Carefully consider the price-earnings ratio. If the stock is grossly overpriced, even if everything else goes right, you won’t make any money. • Find a story line to follow as a way of monitoring a company’s progress. • Look for companies that consistently buy back their own shares.

A friend, Scott Egleston, who is a professional in the mental health field, told me a therapy fable. He heard it from someone, who heard it from someone else. It goes: Once upon a time, a woman moved to a cave in the mountains to study with a guru. She wanted, she said, to learn everything there was to know. The guru supplied her with stacks of books and left her alone so she could study. Every morning, the guru returned to the cave to monitor the woman's progress. In his hand, he carried a heavy wooden cane. Each morning, he asked her the same question: " Have you learned everything there is to know yet?" Each morning, her answer was the same. "No." she said, " I haven't." The guru would then strike her over the head with its cane. This scenario repeated itself for months. One day the guru entered the cave, asked the same question, heard the same answer, and raised his cane to hit her in the same way, but the woman grabbed the cane from the guru, stopping his assault in midair. Relieved to end the daily batterings but fearing reprisal, the woman looked up at the guru. To her surprise, the guru smiled. " Congragulations." he said, " you have graduated ". You know now everything you need to know." " How's that"? the woman asked. " You have learned that you will never learn everything there is to know," he replied. " And you have learned how to stop the pain".

Elon Musk argued that what we need right now from governments isn’t oversight but insight: specifically, technically capable people in government positions who can monitor AI’s progress and steer it if warranted down the road.

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.

Another way of building trust is to authentically delegate. Don't assign someone work and then constantly monitor their progress and ignore their ideas.

Parents stress the importance of learning to their children and carefully monitor their progress. Not infrequently, those children are well ahead of their Christian schoolmates in terms of intellectual curiosity and persistent diligence.

Finally, methods of control can be direct if a government is able to implement rewards and punishments based on behavior. Such a system treats people as reinforcement learning algorithms, training them to optimize the objective set by the state. The temptation for a government, particularly one with a top-down, engineering mind-set, is to reason as follows: it would be better if everyone behaved well, had a patriotic attitude, and contributed to the progress of the country; technology enables measurement of individual behavior, attitudes, and contributions; therefore, everyone will be better off if we set up a technology-based system of monitoring and control based on rewards and punishments.

So here we have purposeful practice in a nutshell: Get outside your comfort zone but do it in a focused way, with clear goals, a plan for reaching those goals, and a way to monitor your progress. Oh, and figure out a way to maintain your motivation. This recipe is an excellent start for anyone who

exercises helps you to monitor your progress in any field

Regular monitoring both of behavioural progress and of consequences is of course necessary if the organism is to learn.

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.

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.

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.

Our politicians, by their words and policies, either expand or contract the frontiers of freedom. We the people either monitor and encourage its progress, or witness and suffer its decline. (Scott L. Vanatter)

Experiments in attachment. My friend has just had his PC wired for broadband. I meet him in the cafe; he looks terrible - his face puffy and pale, his eyes bloodshot... He tells me he is now detained, night and day, in downloading every album he ever owned, lost, desired, or was casually intrigued by; he has now stopped even listening to them, and spends his time sleeplessly monitoring a progress bar... He says it's like all my birthdays have come at once, by which I can see he means, precisely, that he feels he is going to die.

In order to ensure proper progressive, non-prejudicial and non-barbarian functioning of a government, on top of the government hierarchy, in each nation, all political activities will be monitored and guided by a group of scholars, comprising scientists and philosophers.

help you brainstorm incremental goals that will keep your Monitor satisfied, but the super-short guidelines are: soon, certain, positive, concrete, specific, and personal.11 Soon: Your goal should be achievable without requiring patience. Certain: Your goal should be within your control. Positive: It should be something that feels good, not just something that avoids suffering. Concrete: Measurable. You can ask Andrew, “Are you filled with joy?” and he can say yes or no. Specific: Not general, like “fill people with joy,” but specific: Fill Andrew with joy. Personal: Tailor your goal. If you don’t care about Andrew’s state of mind, forget Andrew. Who is your Andrew? Maybe you’re your own Andrew. Redefining winning in terms of incremental goals is not the same as giving yourself rewards for making progress

In Wegner’s studies, participants are asked to try hard not to think about something, such as a white bear, or food, or a stereotype. This is hard to do. More important, the moment one stops trying to suppress a thought, the thought comes flooding in and becomes even harder to banish. In other words, Wegner creates minor obsessions in his lab by instructing people not to obsess. Wegner explains this effect as an “ironic process” of mental control. 32 When controlled processing tries to influence thought (“Don’t think about a white bear!”), it sets up an explicit goal. And whenever one pursues a goal, a part of the mind automatically monitors progress, so that it can order corrections or know when success has been achieved. When that goal is an action in the world (such as arriving at the airport on time), this feedback system works well. But when the goal is mental, it backfires. Automatic processes continually check: “Am I not thinking about a white bear?” As the act of monitoring for the absence of the thought introduces the thought, the person must try even harder to divert consciousness. Automatic and controlled processes end up working at cross purposes, firing each other up to ever greater exertions. But because controlled processes tire quickly, eventually the inexhaustible automatic processes run unopposed, conjuring up herds of white bears. Thus, the attempt to remove an unpleasant thought can guarantee it a place on your frequent-play list of mental ruminations.

So here we have purposeful practice in a nutshell: Get outside your comfort zone but do it in a focused way, with clear goals, a plan for reaching those goals, and a way to monitor your progress. Oh, and figure out a way to maintain your motivation. This recipe is an excellent start for anyone who wishes to improve—but it is still just a start.

Handel's yearning for independence from the traditional chains of patronage and his persistence in monitoring his productions resulted with unique developments concerning Baroque 'opera seria'; however, paradoxically his personal obsession to obtain complete artistic freedom generated disastrous side-effects that eventually impeded the progress of opera in London.

I wanted to analyze and dissect my cross, to know how long I would have to carry it and how my carrying it would glorify God. Like a groggy patient fighting to sit upright amid her operation so she can monitor her surgeon’s progress, I wanted to stand outside my suffering and scrutinize God’s work in my soul as He accomplished it. Jesus, I realized, wanted none of this. He did not need my supervision, and he was not asking me to understand my cross. He was asking me to carry it. He wanted me to wake up each morning, bend a knee on the cold wooden floor beside my bed, and offer that day’s suffering and joys for whatever purposes he wished to use them. He wanted me to joyfully embrace my daily duties and leave the big picture to him.

IN THE DAWN there is a man progressing over the plain by means of holes which he is making in the ground. He uses an implement with two handles and he chucks it into the hole and he enkindles the stone in the hole with his steel hole by hole striking the fire out of the rock which God has put there. On the plain behind him are the wanderers in search of bones and those who do not search and they move haltingly in the light like mechanisms whose movements are monitored with escapement and pallet so that they appear restrained by a prudence or reflectiveness which has no inner reality and they cross in their progress one by one that track of holes that runs to the rim of the visible ground and which seems less the pursuit of some continuance than the verification of a principle, a validation of sequence and causality as if each round and perfect hole owed its existence to the one before it there on that prairie upon which are the bones and the gatherers of bones and those who do not gather. He strikes fire in the hole and draws out his steel. Then they all move on again.

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

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.

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.

There are so many ways a plan can go wrong, some of which you can control and some of which you can’t, all of which will frustrate your Monitor.1 For example, imagine you’re working toward a simple goal: driving to the mall. And you know it usually takes about, say, twenty minutes. If you’re getting all green lights and you’re zipping right along, that feels nice, right? You’re making progress more quickly and easily than your Monitor expects, and that feels great. Less effort, more progress: satisfied Monitor. But suppose you get stuck at a traffic light because someone isn’t paying attention. You feel a little annoyed and frustrated, and maybe you try to get around that jerk before the next light. But once you’ve hit one red light, you end up stuck at every traffic light, and with each stop, your frustration burns a little hotter. It’s already been twenty minutes, and you’re only halfway to the mall. “Annoyed and frustrated” escalates to “pissed off.” Then you get on the highway, and there’s an accident! While ambulances and police come and go, you sit there, parked on the highway for forty minutes, fuming and boiling and swearing never to go to the mall ever again. High investment, little progress: ragey Monitor.

My gratitude goes as well to the other data scientists I pestered and to the institutions that collect and maintain their data: Karlyn Bowman, Daniel Cox (PRRI), Tamar Epner (Social Progress Index), Christopher Fariss, Chelsea Follett (HumanProgress), Andrew Gelman, Yair Ghitza, April Ingram (Science Heroes), Jill Janocha (Bureau of Labor Statistics), Gayle Kelch (US Fire Administration/FEMA), Alaina Kolosh (National Safety Council), Kalev Leetaru (Global Database of Events, Language, and Tone), Monty Marshall (Polity Project), Bruce Meyer, Branko Milanović (World Bank), Robert Muggah (Homicide Monitor), Pippa Norris (World Values Survey), Thomas Olshanski (US Fire Administration/FEMA), Amy Pearce (Science Heroes), Mark Perry, Therese Pettersson (Uppsala Conflict Data Program), Leandro Prados de la Escosura, Stephen Radelet, Auke Rijpma (OECD Clio Infra), Hannah Ritchie (Our World in Data), Seth Stephens-Davidowitz (Google Trends), James X. Sullivan, Sam Taub (Uppsala Conflict Data Program), Kyla Thomas, Jennifer Truman (Bureau of Justice Statistics), Jean Twenge, Bas van Leeuwen (OECD Clio Infra), Carlos Vilalta, Christian Welzel (World Values Survey), Justin Wolfers, and Billy Woodward (Science Heroes). David Deutsch, Rebecca Newberger Goldstein, Kevin Kelly, John Mueller, Roslyn Pinker, Max Roser, and Bruce Schneier read a draft of the entire manuscript and offered invaluable advice.

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned

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

Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

Intolerance of Christianity will rise to levels many of us have not believed possible in our lifetimes, and public policy will become hostile toward evangelical Christians, seeing it as the opponent of the common good…Evangelicals will increasingly be seen as a threat to cultural progress. Public leaders will consider us bad for America, bad for education, bad for children and bad for society.” (Michael Spencer, CS Monitor)

Speaking at the end of the summit, Australian Prime Minister Tony Abbott said countries will hold each other accountable by monitoring implementation of their commitments to boost growth. The G-20, criticized in recent years as being all talk and no action, was urged to deliver measurable results this year. Perhaps in response, the group said the International Monetary Fund will also play a role in monitoring progress and estimating the economic benefits of the growth plan. IMF Managing Director Christine Lagarde dismissed concerns that countries might fudge their growth figures, saying the monitoring is a thorough and detailed process. “We’ll make sure they keep their feet to the fire,” she said. The G-20 communique says that if the $2 trillion initiative is fully implemented, it will lift global GDP by 2.1 percent above expected levels by 2018 and create millions of jobs.

Coming up with goals, updating them, and monitoring our progress in achieving them is less important, I believe, than the process of emotionally deciding what it is you want to do.

Guided by standards and a knowledgeable teacher, students can set goals, monitor their progress toward those goals, and make adaptations as necessary to be more effective learners. Digital apps and tools, such as calendars and project management programs, help students organize and monitor their own learning. Giving students control over key aspects of their learning helps them develop self-efficacy and builds independent learners.

Giving students more ownership does not mean that teachers give up their responsibility to direct student learning. Many apps and tools, such as wikis and blogs, allow teachers to access student work and monitor their progress. Formative assessment also provides information that teachers can use to recommend goals and strategies. Cloud applications, like calendars, can also be shared so teachers can make sure students meet standards while building critical self-direction skills.

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

Only when schools create a tiered, systematic intervention program can the promise of certain access be realized. A systematic response begins with the school’s ability to identify students who need help. After students are identified, the school must determine the right intervention to meet the child’s learning needs, and then monitor each student’s progress to know if the intervention is working. If the evidence demonstrates that the intervention is not meeting the intended outcome for a specific student, the school must revise the student’s support by providing more intensive and targeted assistance; alternatively, if students reach grade-level expectations, the same flexible time and resources are used to extend students to even higher levels of achievement.

Of the five steps that comprise certain access, there is one step that a school must get right every time: identify. The school may not initially determine the best intervention for a student, but the school will realize the mistake as it monitors the student’s progress and will subsequently revise the program as needed.

predicted with improvements in teacher behavior” (p. 70), particularly with respect to chunking, scaffolding, pacing, progress monitoring, clarity of content depicted on the IWB, and student response rates. All six of these instructional variables were found to correlate with the size of the IWB effect. In summary, when teachers used these strategies more effectively, student achievement gains were greater.

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

When I was a child, I enjoyed thinking about the future, and especially loved to imagine flying around in one of those cool bubble cars I’d seen on The Jetsons cartoons. Here we are, fifty years later, and we have the same gas- and oil-guzzling motor vehicles, the same basic planes, the same trains, the same utility companies to monitor and charge for our electricity, gas, and water usage. Jimmy Carter talked a lot about new sources of energy back in the 1970s. So did some of the hippies. And yet, decades later, there has been little progression on this front.

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.

Monitoring Sean’s progress with the towel, Hal gave a grunt of disgust. “Come on. I have an extra towel you can use in the office. No way you can drive home like that—you’ll ruin the car’s interior. ’Sides, we need to talk,” Hal added heavily. Turning on his heel, he headed back toward his office. Sean swallowed with a decided lack of enthusiasm. They entered Hal’s cramped cubicle of an office and Hal shut the door behind him. It closed with an ominous bang. He took a towel hanging from the hook on the door and tossed it at Sean, who grabbed it one-handed. “Thanks,” he said, as he bent to pat his khakis dry. “I hope you know what the hell you’re doing.” The warning tone in Hal’s voice had Sean pausing to glance up at his friend. He straightened, towel forgotten. “Hey, I didn’t plan what you saw back there, Hal. It just happened.” “What’d she do? Pull you into the pool?” Whatever he saw in Sean’s expression had Hal’s face shifting into a lopsided grin. “Thought so. Serves you right, McDermott. You were being a total SOB. You knew it, so did she. Christ, you would never pull that kind of stunt with Dave.” He gave a snort of disgust. “I was watching the two of you the entire workout. Don’t think I didn’t see when you finally took pity on her. Any slower, and you’d have been doing a dog paddle. Real shitty of you, McDermott.” I know, Sean admitted silently. “Right. If she ever agrees to swim with me again, I’ll let her swim her arms off. She got her revenge anyway.” “Good for her.” Sean’s gaze narrowed. Sometimes Hal was a pain in the ass. “Gee, thanks, Coach.” Unfazed by Sean’s sarcasm, Hal continued, “You know, I always suspected something would happen between you and Lily. Intense rivalry can’t come without intense passion. I figured the attraction was there, just waiting for the right moment.” He paused to glare at Sean, then said, “But I would have hoped you’d have a hell of a lot more smarts than to try to seduce a beautiful woman in my pool! Anybody could have walked in on you!” His voice was at a near shout.

Screen foster families carefully, monitor them closely and train them well. Too many vulnerable foster children suffer physical, emotional and sexual abuse, neglect and even death at the hands of those charged with protecting us. Maltreatment by caregivers damages our emotional stability, creating trust issues and other psychological problems that fester deep inside, negatively affecting our behaviors and outlook on life, often . . . too often . . . translating into adjustment problems that handicap our potential to adapt and succeed in childhood and beyond. Monitor our progress carefully, being sensitive to sudden or dramatic changes that may symbolize our unsophisticated “cry for help.” Advocate on our behalf and safeguard us as you would your own children and we will flourish. Fail to do so, and as surely as day becomes night, we will suffer the consequences both during and after we leave the system.

Students . . . •    learn in a classroom. •    are assigned a task to do. •    follow required objectives. •    do the assignment designed by the teacher or curriculum. •    seek information for the assignment. •    work individually or in a group depending on assignment. •    earn a grade to reflect meeting the objectives and standards. Learners . . . •    develop their own learning goals. •    monitor their progress in meeting their goals. •    have a purpose or interest to learn something. •    ask questions. •    seek information. •    find ways to collaborate with others. •    want to know something because they want to know it—not for a grade. •    are curious about life and never stop learning.

In developing regions, the number of hungry people has fallen to 780 million today, or 12.9 percent of the population, from 991 million 25 years ago, or 23.3 percent of the population at the time, according to the United Nations’ annual hunger report, published by the Food and Agriculture Organization, the International Fund for Agricultural Development, and the World Food Program. Despite the finding that nearly 800 million people in the world remain hungry, the report called the progress a significant achievement. It said that 72 of the 129 nations monitored by the Food and Agriculture Organization had achieved the target under the so-called Millennium Development Goals of halving the percentages of hungry people in their populations and that developing regions had missed the target by only a small margin.

Weight is not the only method for monitoring and recording progress, nor is it necessarily the best method.

Goals have been set and a plan of action agreed upon; this constitutes the setting up period of the programme and will take some time at the beginning. The coach’s role now shifts to one of monitoring the learners as they pursue their goals and practise English as they have planned to do. Just as the weight watchers weigh themselves at each meeting, students need to measure their progress, celebrate success and, when they don’t achieve their goals, reflect on why. The coach is there to lend support and guidance. For this to happen, lessons should now regularly address the learners’ language lives outside of class. This needs to be established as part of the routine of the classroom. Decide when and how often you wish to coach them, but we suggest a minimum of 10% of class time devoted to it. That means at least 20 minutes a week if you have lessons 3 hours a week. In this time, you can: •  let your learners share how they are feeling about English. Revisit the activities in the Motivate! section. •  let learners share their favourite activities and techniques for learning English. One format for letting learners do this is suggested in the activity 'Swap Shop'. Another is to nominate a different student each week to tell the class about one technique, website, activity, book or other resource that they have used to practise English and to talk about why and how they use it. •  set specific activities for language practice from the Student’s Book •  tell students to try out any activities they like from the Student’s Book •  demonstrate specific activities and techniques from websites and other sources. This can be more effective than just telling them. If they see how good it is and try it out for themselves in class, they will be more likely to do it on their own.

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.

Benefits of Smart Watch Fitness Band Have you been so busy in- hustle hard in life that your health is getting sidelined? Yes! Then your smart lifestyle needs smart choices like a fitness band on your wrist. Incorporate your health with daily activities and monitor your fitness level. Today these bands are filled with exciting features like step count, heart rate, sleep meter, calories burn etc. –these small wearable gadgets have made tracking your fitness easier than ever, helping you lead a healthier and fitter life. So let’s come down to the benefits of fitness bands. Why it’s time to upgrade from simple watches to smart ones. Your all-Rounder Fitness Companion. Track and monitor almost all your activities like heart rate, calories burn, step counts, blood pressure meter etc. HAMMER’s fitness trackers include all these features along with automatic sleep status monitoring. It will tell your sleep time, awake time, deepness and lightness of sleep. Basically it will give you all the data you need to make informed decisions about your health. You can alter your habits accordingly and lead a better lifestyle. Hammer Pulse Smart Watch for Body Temperature Daily Visual Progress of your Hard Work Smart Watch fitness bands can help you track numerous activities throughout the day. Seeing results of your effort is instant motivation booster. It motivates you to do more. With an LED Color HD display it shows you how much active you have been throughout the day. On days when laziness takes a toll on you– it reminds you to workout and be active. It helps you to push a little harder than before and excel in your workout regimes! Can be as Tough as you They are waterproof and dust resistant which makes it suitable for intense training as it won’t slip because of sweating and can be easily cleaned after workout sessions. They can be switched into different modes like freestyle walking, running, swimming and much more as per your requirements. Sweat in Style Who said you can’t train hard in style? Fashionable and light as feather design built, available in color varieties sets easily on your wrist. Either trendy sports wear or formals these fitness trackers just never go out of style. Hey, what’s up? Stay updated Just Synchronize your phone with your fitness band and receive phone calls, messages, notifications or share your progress on social media or with friends. Hammer Pulse Smart Watch Get set and go ! No matter how long your day was- they won’t ditch you. Lasts up to 24-36 hours after one charge. Hammer Pulse smart watchhas gone an extra mile and gives 7 Days battery backup with wireless charging . No wire No worry! No need to Squeak or Squeal, Pocket Friendly Price Gone are those days when you had to compromise on some features as per your price range. HAMMER offers all the features in products at really affordable prices. You get more at less here – witches say it’s to grab the deal magical prices. Health is Priority! smart watch for body temperature In these times when being healthy should be our priority. HAMMER has launched a new unisex smart watch Hammer Pulse which is best of both – a fashionable watch and an ultimate fitness tracker. It is packed with all the features of fitness band and unique features like ● Body temperature monitor ● oxygen saturation level monitor ● Weather updates ● Multiple sports modes ● IP67 waterproof- don’t be afraid to get wet. ● 24/7 monitor, vibrates and alert when any irregularities or abnormality is detected. So what are you waiting for? Get the benefits of a fitness tracker today and start working towards your dream body. You want it, you get it here at HAMMER. Browse, Shop and add a healthy addition to your daily life. Up your game and get your hands on one of these today !

Not only is progress of the overall activity monitored but progress of each bit of it is monitored as well.

There are four components that are central to self-regulated learning (SRL): (1) goal setting, (2) monitoring progress toward the goal, (3) interpretation of feedback, and (4) adjustment of goal-directed action.

The emphasis is now on “students as formative decision-makers who need information of a certain type (descriptive at a certain time (in time to act) in order to make productive decisions of their own learning” (Brookhart, 2011, p. 4). Monitoring of progress can be achieved by both teachers and students.

The only outlet that dedicates itself to keeping track is Media Matters for America, a progressive group founded by David Brock to monitor and confront conservative media. In 2019 the group’s senior fellow Matt Gertz counted every single time Trump tweeted in direct response to a Fox News or Fox Business program and found at least 657 instances in a single year.

The only outlet that dedicates itself to keeping track is Media Matters for America, a progressive group founded by David Brock to monitor and confront conservative media. In 2019 the group’s senior fellow Matt Gertz counted every single time Trump tweeted in direct response to a Fox News or Fox Business program and found at least 657

Once upon a time, a woman moved to a cave in the mountains to study with a guru. She wanted, she said, to learn everything there was to know. The guru supplied her with stacks of books and left her alone so she could study. Every morning, the guru returned to the cave to monitor the woman’s progress. In his hand, he carried a heavy wooden cane. Each morning, he asked her the same question: “Have you learned everything there is to know yet?” Each morning, her answer was the same. “No,” she said, “I haven’t.” The guru would then strike her over the head with his cane. This scenario repeated itself for months. One day the guru entered the cave, asked the same question, heard the same answer, and raised his cane to hit her in the same way, but the woman grabbed the cane from the guru, stopping his assault in midair. Relieved to end the daily batterings but fearing reprisal, the woman looked up at the guru. To her surprise, the guru smiled. “Congratulations,” he said, “you have graduated. You now know everything you need to know.” “How’s that?” the woman asked. “You have learned that you will never learn everything there is to know,” he replied. “And you have learned how to stop the pain.

For Step 2, Maffetone had me wearing a runner’s heart rate monitor, a basic model with a chest strap and wristwatch console. The alarm was set to go off just before I hit my fat-burning threshold, which I’d calculated according to Maffetone’s quick-and-easy equation. To figure out your fat-burning zone, you subtract your age from 180 and then fine-tune by this scale: (a) If you’ve been sidelined for a while with injury or illness, subtract another 5. (b) If you’ve been sidelined a long time (like recovering from a heart attack), subtract 10. (c) If you’ve been training at least four times a week for two years, add 0. (d) If you’ve trained hard for two years and are progressing in competition, add 5. In my case, it works like this: I’m fifty years old, so 180 – 50 = 130.

To quantify the power of peer-group pressure, economists studied a group of Chilean street vendors, seamstresses, and other low-income “microentrepreneurs” who had received loans from a nonprofit group. These people, mostly women, met in groups every week or two to receive training and to monitor the repayment of their loans. The economists Felipe Kast, Stephan Meier, and Dina Pomeranz randomly assigned these people to different savings programs. Some were simply given a no-fee savings account; others received the account plus the opportunity at their regular meetings to announce their savings goals and then have their progress discussed. The women subject to peer scrutiny saved nearly twice as much money as the others. The result seemed to confirm the power of the group, but where did the power come from? Could these effects be achieved with a “virtual peer group”? In a follow-up experiment, instead of discussing their savings out loud at a meeting, the Chilean women regularly received text messages noting their weekly progress (or lack thereof) along with information on how the rest of the savers in their group were doing. Surprisingly, these text messages seemed to be about as effective as the meetings, apparently because the messages provided the women with a virtual version of the same key benefits: regular monitoring and the chance to compare themselves with their peers.

LASER spotters were employed to visually monitor air traffic in the vicinity of the high powered LASER beam. The were typically young students and aged people that would take these temporary very high altitude jobs for some extra money. Some would become irritable as the night progressed. As far as I know, there has never been any long term monitoring of these people for health issues stemming from nighttime industrial LASER exposure or oxygen starvation.

that we can improve,” Schoenfeld penitently announced. Of course, as Schoenfeld meekly hinted, Duke has been engaged in color-coded programming and funding for decades, pouring money into, to name just a few endeavors, a black student center, a black student recruiting weekend, and such bureaucratic sinecures as a vice provost for faculty diversity and faculty development and an associate vice provost for academic diversity, who, along with the faculty diversity task force and faculty diversity standing committee, ride herd over departmental hiring and monitor the progress of the ongoing Faculty Diversity Initiative, which followed upon the previous Black Faculty Strategic Initiative. But no college administration in recent history has ever said to whining students of any race or gender: “Are you joking? We’ve kowtowed to your demands long enough, now go study!” And why should the burgeoning student services bureaucracy indulge in such honesty? It depends on just such melodramatic displays of grievance for its very existence.

The UN Department of Economic and Social Affairs' Division for Sustainable Development is in charge of monitoring progress, nation by nation, towards the implementation of Agenda 21, and makes these reports available to the public on its website. They

Once upon a time, a woman moved to a cave in the mountains to study with a guru. She wanted, she said, to learn everything there was to know. The guru supplied her with stacks of books and left her alone so she could study. Every morning, the guru returned to the cave to monitor the woman’s progress. In his hand, he carried a heavy wooden cane. Each morning, he asked her the same question: “Have you learned everything there is to know yet?” Each morning, her answer was the same. “No,” she said, “I haven’t.” The guru would then strike her over the head with his cane. This scenario repeated itself for months. One day the guru entered the cave, asked the same question, heard the same answer, and raised his cane to hit her in the same way, but the woman grabbed the cane from the guru, stopping his assault in midair. Relieved to end the daily batterings but fearing reprisal, the woman looked up at the guru. To her surprise, the guru smiled. “Congratulations,” he said, “you have graduated. You now know everything you need to know.” “How’s that?” the woman asked. “You have learned that you will never learn everything there is to know,” he replied. “And you have learned how to stop the pain.” That

The real purpose of performance indicator is to provide business insight and monitor the progress and performance.

Mizuko wonders if the GPS is still monitoring their progress. She has the distinct feeling of being watched by something in the darkness. This makes watching the footage and reading the story at the same time a strange experience, as if she can sense me, a menace from the future, following them along the dark road.

There is an argument that blockchain technology can more equitably address issues related to freedom, jurisdiction, censorship, and regulation, perhaps in ways that nation-state models and international diplomacy efforts regarding human rights cannot. Irrespective of supporting the legitimacy of nation-states, there is a scale and jurisdiction acknowledgment and argument that certain operations are transnational and are more effectively administered, coordinated, monitored, and reviewed at a higher organizational level such as that of a World Trade Organization. The idea is to uplift transnational organizations from the limitations of geography-based, nation-state jurisdiction to a truly global cloud. The first point is that transnational organizations need transnational governance structures. The reach, accessibility, and transparency of blockchain technology could be an effective transnational governance structure. Blockchain governance is more congruent with the character and needs of transnational organizations than nation-state governance. The second point is that not only is the transnational governance provided by the blockchain more effective, it is fairer. There is potentially more equality, justice, and freedom available to organizations and their participants in a decentralized, cloud-based model. This is provided by the blockchain’s immutable public record, transparency, access, and reach. Anyone worldwide could look up and confirm the activities of transnational organizations on the blockchain. Thus, the blockchain is a global system of checks and balances that creates trust among all parties. This is precisely the sort of core infrastructural element that could allow humanity to scale to orders-of-magnitude larger progress with truly global organizations and coordination mechanisms.

Here is why the wellbeing economy comes at the right time. At the international level there have been some openings, which can be exploited to turn the wellbeing economy into a political roadmap. The first was the ratification of the Sustainable Development Goals (SDGs) in 2015. The SDGs are a loose list of 17 goals, ranging from good health and personal wellbeing to sustainable cities and communities as well as responsible production and consumption. They are a bit scattered and inconsistent, like most outcomes of international negotiations, but they at least open up space for policy reforms. For the first time in more than a century, the international community has accepted that the simple pursuit of growth presents serious problems. Even when it comes at high speed, its quality is often debatable, producing social inequalities, lack of decent work, environmental destruction, climate change and conflict. Through the SDGs, the UN is calling for a different approach to progress and prosperity. This was made clear in a 2012 speech by Secretary General Ban Ki-moon, who explicitly connected the three pillars of sustainable development: ‘Social, economic and environmental wellbeing are indivisible.’82 Unlike in the previous century, we now have a host of instruments and indicators that can help politicians devise different policies and monitor results and impacts throughout society. Even in South Africa, a country still plagued by centuries of oppression, colonialism, extractive economic systems and rampant inequality, the debate is shifting. The country’s new National Development Plan has been widely criticised because of the neoliberal character of the main chapters on economic development. Like the SDGs, it was the outcome of negotiations and bargaining, which resulted in inconsistencies and vagueness. Yet, its opening ‘vision statement’ is inspired by a radical approach to transformation. What should South Africa look like in 2030? The language is uplifting: We feel loved, respected and cared for at home, in community and the public institutions we have created. We feel understood. We feel needed. We feel trustful … We learn together. We talk to each other. We share our work … I have a space that I can call my own. This space I share. This space I cherish with others. I maintain it with others. I am not self-sufficient alone. We are self-sufficient in community … We are studious. We are gardeners. We feel a call to serve. We make things. Out of our homes we create objects of value … We are connected by the sounds we hear, the sights we see, the scents we smell, the objects we touch, the food we eat, the liquids we drink, the thoughts we think, the emotions we feel, the dreams we imagine. We are a web of relationships, fashioned in a web of histories, the stories of our lives inescapably shaped by stories of others … The welfare of each of us is the welfare of all … Our land is our home. We sweep and keep clean our yard. We travel through it. We enjoy its varied climate, landscape, and vegetation … We live and work in it, on it with care, preserving it for future generations. We discover it all the time. As it gives life to us, we honour the life in it.83 I could have not found better words to describe the wellbeing economy: caring, sharing, compassion, love for place, human relationships and a profound appreciation of what nature does for us every day. This statement gives us an idea of sufficiency that is not about individualism, but integration; an approach to prosperity that is founded on collaboration rather than competition. Nowhere does the text mention growth. There’s no reference to scale; no pompous images of imposing infrastructure, bridges, stadiums, skyscrapers and multi-lane highways. We make the things we need. We, as people, become producers of our own destiny. The future is not about wealth accumulation, massive

Abrams voice cut in over the comm. “My God, this place is breath-taking!” “It is a palace for the gods,” added Brock. The group stood gawking at the magnificence of the hall surrounding them. Delanda went to the table, placed her helmet and pack on it, and began pulling tablets, scanners, and other accessories out. She wrestled off her gloves, but had trouble with the suit torso so Wilson had to intervene and help. Without a thought to the revealing fit of the white stretch suit liner, she escaped the spacesuit bottom and placed it on the table. Then, with still no self-consciousness at all, she stripped the suit liner off down to athletic bra and slim panties and pulled her pink, rolled up vacuum-packed flight coveralls and cloth boots from the suit pack. After excitedly dressing, she hurriedly grabbed a scanner from her pack and began investigating the hall. Show over, one by one we all removed our suits and became visitors in white suit liners. Wilson gave his fatherly warning. “Everyone be very careful removing and folding those liners. If you tear or damage the thermal control system in any way you could have an unpleasant trip back to the ship. Also, be careful to tuck in your suit communicator since we’ll all be using wrist coms from now on. That is if they actually work here.” Delanda ignored his comments and headed for the far end of the hall. Wilson pulled on black coveralls, R.J.’s were farmhouse blue, Brock and Wen light green, Abrams in hospital scrubs green, and Sharma’s and Ansara’s in tan. Mine were captain’s blue. As we studied our celestial surroundings, Delanda returned and spoke in a commanding voice. “Gentlemen, if you would grab your tablets and gather around me here at this magnificent table we should get started.” For the first time there was a unanimous look of annoyance, although everyone quickly complied. R.J. and I stood opposite her feeling like two school kids being ushered around on a field trip. Delanda checked to be sure everyone was paying attention. “Okay, I’m assuming our intranet will work in here even though we’re out of contact with the ship. Let’s try it. All of you use your tablets to access mine and copy the file titled: Translations. Let me know if anyone has trouble.” Delanda’s tablet appeared on our screens. As she had guessed, there were no problems getting in. Once copied, I opened the file and found dozens of Altair symbols, some highlighted, most grayed-out. “Okay, everyone got in? Right? Okay, the symbols you see highlighted are the ones I believe I have a rudimentary translation for. Those that are in gray, your guess is as good as mine.” “How do you propose we proceed?” asked Brock. “Speaking as an experienced field researcher, I would suggest one of us photographs and documents this first chamber thoroughly while the rest of us split up and do the same with other chambers, periodically reporting back here after each excursion. We should have one central person remain here to monitor the progress of everyone in the event they get into trouble. I would think that would be you, Commander Mirtos, since you are the best at rescue. Does anyone have any objections?” R.J. leaned over. “I believe this is a non-hostile takeover. Are you going to step in?” “Not until she says something I disagree with.” Delanda continued. “So, if no one has any objections the first order of business will be to photograph every wall symbol we find along with any artifacts possibly associated

Yes you can be a time traveler, journeying to various lokas. You have such powers. Without travelling you can reach far fl ung places. Through telepathy you can know communicate with people living in far off places and through transfer of energy you can travel. As for your question regarding your not knowing about your own powers, then all I can say is that you have never explored yourself. Go on and fi nd out what your role is in the scheme of things of the almighty. Then only can you be at peace with yourself. We have been monitoring your progress from the day you were born and we have found certain inherent talents in you which can help us in our hour of crisis. Yamini how many of us know our true potential? This is the reason that we need people who tell us about our own skills and knowledge.’ the priest explained in detail.

In fact, a mere 535 elected senators and representatives can hardly become acquainted with, much less even read, some 175,496 pages of the Federal Register or monitor 2.7 million employees—without the enlistment of more bureaucrats to monitor bureaucrats.12

were once careful to monitor FBI and CIA abuses, they now rationalize them. Both institutions, as is perhaps reminiscent of the New Deal era, see government power as a positive, a means of bypassing obstructive opposition to progressive agendas. If some citizens, such as Carter Page, must be surveilled, even if illegally and unethically, or if a rambunctious and wayward general like Michael Flynn should be kept out of government and be reverse-targeted by the government surveillance of those with whom he spoke, then the liberal media assumes that such troublemakers should not have raised

As a third step, we want to create the habit of recording daily information in your notebook about how the diet is progressing. Of course, you can decide to write whatever you want in your notebook, but I believe the following information is essential for monitoring your diet: Mealtimes and dishes consumed. How you feel emotionally. If you have broken your diet for any reason, describe how and when. Recording this information will help you to identify patterns later; here are some examples: You may realize that the time of one or more of your meals tends to be at the limit of the fasting window, and reconsider the window chosen You may notice that your mood worsens on a particular day of the week, and if you are applying the 5: 2 method, you may want to reconsider the allocation of fasting days. You may notice that you tend to stop dieting too often to get results and decide to change methodology. Etc.

Based on D’Mello’s research, too much confusion can lead to frustration, giving up, disengagement, or even boredom. Learning strategies most often used to help resolve confusion were seeking help, finding the most important information, monitoring progress, and planning a strategy.

1. Determine what you want. 2. Set an enabling belief. 3. Commit focus and attention to your goal. 4. Take the most obvious actions to achieve your goal. 5. Monitor your progress, adjusting your actions to realign with your goal.

And our more progressive clients, monitored by their CFOs, are starting to require a specific number of hours of ongoing education at all levels of the organization (we suggest 12 hours for the frontline; 25 hours for middle management; and 45 to 60 hours for senior leaders as a starting point). Worried about spending all that money on training only to watch your people go elsewhere? The research definitively shows that training and development increases loyalty. Besides, what’s the alternative? Do you really want your people not to be the best-trained for the jobs they have to do? And how much should you spend on training? It obviously depends, but 2% to 3% of your payroll is a good benchmark. Who should you spend it on? Senior leaders, middle managers, frontline employees? They all need training, but focus first on your middle management. In most growth companies, they have the hardest jobs and are critical to employee engagement and retention, yet get the least preparation for it.

​Have you ever asked yourself, “What can I do to improve myself and my life?” Many people have asked themselves this question at some point in their lives as part of their personal development and to help them achieve their goals. Life is a journey and sometimes we can get stuck in the same position for a long Time or we may even get lost. There are times when we may get frustrated by our lack of progress or insufficient progress in our personal or professional lives. We need to look at where we are in life, where we want to go, and how we Intend to get there. One of the best ways to do this is by writing and using a strategic plan for your life. To write a strategic plan for your life you need to focus on the current situation, values, vision, purpose, mission, dreams, goals, strategy, action plans, and how you will monitor and evaluate your plan and take corrective situation or where you are in life right now.

It was decided to intern him in the laboratory where he worked and to monitor him closely for a year. Given the marvelous progress accomplished by science, the prisons and dungeons of old were long gone, and it is understandable that the new world took great pride in that reform, which placed men on a par with gods. To tell the truth, there was no difference between the condition of citizens submissive to the superhuman State and that of ancient convicts, except that the convicts of old enjoyed freedom of thought and the spectacle of nature. Prisons no longer had any utility in such circumstances.

Now, though, as we assembled the crew to work on our second film, A Bug’s Life, drawing on people who’d been key to Toy Story’s evolution, I discovered we’d completely missed a serious, ongoing rift between our creative and production departments. In short, production managers told me that working on Toy Story had been a nightmare. They felt disrespected and marginalized—like second-class citizens. And while they were gratified by Toy Story’s success, they were very reluctant to sign on to work on another film at Pixar. I was floored. How had we missed this? The answer, at least in part, was rooted in the role production managers play in making our films. Production managers are the people who keep track of the endless details that ensure that a movie is delivered on time and on budget. They monitor the overall progress of the crew; they keep track of the thousands of shots; they evaluate how resources are being used; they persuade and cajole and nudge and say no when necessary. In other words, they do something essential for a company whose success relies on hitting deadlines and staying on-budget: They manage people and safeguard the process. If there was one thing we prided ourselves on at Pixar, it was making sure that Pixar’s artists and technical people treated each other as equals, and I had assumed that that same mutual respect would be afforded to those who managed the productions. I had assumed wrong. Sure enough, when I checked with the artists and technical staff, they did believe that production managers were second-class and that they impeded—not facilitated—good filmmaking by overcontrolling the process, by micromanaging. Production managers, the folks I consulted told me, were just sand in the gears.

As a society, we pursue happiness and become measurably less happy over time. We privilege autonomy, and end up bound by rules to which we never assented, and more spied on than any people since the beginning of time. We pursue leisure through technology, and discover that the average working day is longer than ever, and that we have less time than we had before. The means to our ends are ever more available, while we have less sense of what our ends should be, or whether there is purpose in anything at all. Economists carefully model and monitor the financial markets in order to avoid any future crash: they promptly crash. We are so eager that all scientific research result in ‘positive findings’ that it has become progressively less adventurous and more predictable, and therefore discovers less and less that is a truly significant advance in scientific thinking. We grossly misconceive the nature of study in the humanities as utilitarian, in order to get value for money, and thus render it pointless and, in this form, certainly a waste of resource. We ‘improve’ education by dictating curricula and focussing on exam results to the point where free-thinking, arguably an overarching goal of true education, is discouraged; in our universities many students are, in any case, so frightened that the truth might turn out not to conform to their theoretical model that they demand to be protected from discussions that threaten to examine the model critically; and their teachers, who should know better, in a serious dereliction of duty, collude. We over-sanitise and cause vulnerability to infection; we over-use antibiotics, leading to super-bacteria that no antibiotic can kill; we make drugs illegal to protect society, and, while failing comprehensively to control the use of drugs, create a fertile field for crime; we protect children in such a way that they cannot cope with – let alone relish – uncertainty or risk, and are rendered vulnerable. The left hemisphere’s motivation is control; and its means of achieving it alarmingly linear, as though it could see only one of the arrows in a vastly complex network of interactions

The Australian Department of Defence asked his research group to measure the effects of deployment to combat duty in Iraq and Afghanistan on mental and biological functioning, including brain-wave patterns. In the initial phase McFarlane and his colleagues measured the qEEG in 179 combat troops four months prior to and four months after each successive deployment to the Middle East. They found that the total number of months in combat over a three-year period was associated with progressive decreases in alpha power at the back of the brain. This area, which monitors the state of the body and regulates such elementary processes as sleep and hunger, ordinarily has the highest level of alpha waves of any region in the brain, particularly when people close their eyes. As we have seen, alpha is associated with relaxation. The decrease in alpha power in these soldiers reflects a state of persistent agitation. At the same time the brain waves at the front of the brain, which normally have high levels of beta, show a progressive slowing with each deployment. The soldiers gradually develop frontal-lobe activity that resembles that of children with ADHD, which interferes with their executive functioning and capacity for focused attention. The

CIA officers who conducted Bluebird interrogations at Camp King and Villa Schuster counted on guidance from “Doc Fisher,” a German physician who had worked at Walter Reed General Hospital in Washington and spoke good English. “Doc Fisher” was General Walter Schreiber, the former surgeon general of the Nazi army. During the war he had approved experiments at the Auschwitz, Ravensbrück, and Dachau concentration camps in which inmates were frozen, injected with mescaline and other drugs, and cut open so the progress of gangrene on their bones could be monitored.

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.

Jacques found he couldn’t take her eyes from her. She looked so beautiful, her red hair tangled and wild, just begging for a man’s fingers to straighten it. Her eyes were sparkling as she came across the room to his side. “Are you feeling any better?” As always she examined his wounds to see for herself if he was making progress. He lifted a hand, needing to touch the silk of her hair. Much. It was a blatant lie, and she scowled at him. “Is that so? I’m beginning to think you need a monitor like we have for newborns. I want you to lie quietly. I can tell you’ve been squirming around again.” I have nightmares. His black eyes never left her face, burning his brand into her heart. No one had the right to have eyes like his. Hungry eyes. Eyes that held fire and the promise of passion. “We’ll have to do something about them,” Shea said with a slight smile. She hoped her own eyes weren’t revealing her confused, unfamiliar feelings for him. She would get over them soon; it was just that he was the sexiest thing she had ever encountered. No one had ever needed her as he did. Not even her own mother. Jacques had a way of looking at her as if his life, the very air he breathed, depended solely on her. Intellectually she knew that any living person would really do for him, but she wrapped herself up in his hunger and fire anyway. For this time in her life, when she was alone and hunted, near the end of her endurance, and coping with many bizarre happenings, she would enjoy this unique experience. His black eyes smoldered, a velvet seduction. I need a dream to rid myself of nightmares. She backed away from him, holding a palm outward to ward him off. “Just you keep your ideas to yourself,” she warned. “You have that devil’s look, the one that says no woman is safe.” That is not true, Shea, he denied, the hard edge of his mouth softening into temptation. Only one woman. You.

Our Fitbits and 401(k)s give the illusion of progress, of meaning. We monitor calories burned, interest earned, and assume we’re getting somewhere. My life has meaning. I can see it flashing brightly on this tiny screen. But Sisyphus wearing a Fitbit is just as absurd as Sisyphus without one. More absurd, in fact, for he is seduced by the illusion of progress while the Fitbit-free Sisyphus is not. Absurdity quantified is more, not less absurd.

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.

Embrace Efficiency, Elevate Flavor: Smart Kitchen Tools for Culinary Adventurers The kitchen, once a realm of necessity, has morphed into a playground of possibility. Gone are the days of clunky appliances and tedious prep work. Enter the age of the smart kitchen tool, a revolution that whispers efficiency and shouts culinary liberation. For the modern gastronome, these tech-infused gadgets are not mere conveniences, but allies in crafting delectable adventures, freeing us to savor the journey as much as the destination. Imagine mornings when your smart coffee maker greets you with the perfect brew, prepped by the whispers of your phone while you dream. Your fridge, stocked like a digital oracle, suggests recipes based on its ever-evolving inventory, and even automatically orders groceries you've run low on. The multi-cooker, your multitasking superhero, whips up a gourmet chili while you conquer emails, and by dinnertime, your smart oven roasts a succulent chicken to golden perfection, its progress monitored remotely as you sip a glass of wine. But efficiency is merely the prologue. Smart kitchen tools unlock a pandora's box of culinary precision. Smart scales, meticulous to the milligram, banish recipe guesswork and ensure perfect balance in every dish. Food processors and blenders, armed with pre-programmed settings and self-cleaning prowess, transform tedious chopping into a mere blip on the culinary radar. And for the aspiring chef, a sous vide machine becomes a magic wand, coaxing impossible tenderness from the toughest cuts of meat. Yet, technology alone is not the recipe for culinary bliss. For those who yearn to paint with flavors, smart kitchen tools are the brushes on their canvas. A connected recipe platform becomes your digital sous chef, guiding you through each step with expert instructions and voice-activated ease. Spice racks, infused with artificial intelligence, suggest unexpected pairings, urging you to venture beyond the familiar. And for the ultimate expression of your inner master chef, a custom knife, forged from heirloom steel and lovingly honed, becomes an extension of your hand, slicing through ingredients with laser focus and lyrical grace. But amidst the symphony of gadgets and apps, let us not forget the heart of the kitchen: the human touch. Smart tools are not meant to replace our intuition but to augment it. They free us from the drudgery, allowing us to focus on the artistry, the love, the joy of creation. Imagine kneading dough, the rhythm of your hands mirroring the gentle whirring of a smart bread machine, then shaping a loaf that holds the warmth of both technology and your own spirit. Or picture yourself plating a dish, using smart portion scales for precision but garnishing with edible flowers chosen simply because they spark joy. This, my friends, is the symphony of the smart kitchen: a harmonious blend of tech and humanity, where efficiency becomes the brushstroke that illuminates the vibrant canvas of culinary passion. Of course, every adventure, even one fueled by smart tools, has its caveats. Interoperability between gadgets can be a tangled web, and data privacy concerns linger like unwanted guests. But these challenges are mere bumps on the culinary road, hurdles to be overcome by informed choices and responsible data management. After all, we wouldn't embark on a mountain trek without checking the weather, would we? So, embrace the smart kitchen, dear foodies! Let technology be your sous chef, your precision tool, your culinary muse. But never forget the magic of your own hands, the wisdom of your palate, and the joy of a meal shared with loved ones. For in the end, it's not about the gadgets, but the memories we create around them, the stories whispered over simmering pots, and the laughter echoing through a kitchen filled with the aroma of possibility.

Three secrets of progress; measure, monitor, and master.

Studentprogress.org is a multifaceted educational platform providing self-paced learning modules for educators and administrators, focusing on high-quality programming for students with disabilities. It features detailed resources for student progress monitoring, including tools and technical assistance, particularly for elementary grades. Additionally, the site offers extensive test preparation material, including reviews of various prep courses, test dates, study strategies, and general test guides.

The archipelagic nature of the Philippines posed a number of difficulties in the monitoring and implementation of Build, Build, Build projects. How do we monitor 20,000 projects simultaneously in a country composed of roughly 7,640 islands? How do we get rid of ghost projects? How do we minimize discretion at DPWH? Secretary Mark Villar was adamant to find a solution, one that was progressive, forward thinking, and feasible. First, he introduced an automated monitoring system called the Infra-Track App, which utilizes geo-tagging, satellite technology, and drone monitoring. “ - Anna Mae Yu Lamentillo , Night Owl: A Nationbuilder’s Manual 2nd Edition (p. 174, Build, Build, Build Projects MIMAROPA)

You have before you the beginnings of an amazing opportunity to explore this transformation within yourself, your entire being, physically, mentally and spiritually, monitor its progress and expand on it, and always continue to believe and trust in yourself. Realize that high-intensity interval training will be as hard as you make it, so make sure it counts, in the end it will be extremely rewarding. Use this to your advantage. May you achieve what you desire for yourself and the goals you set, and may the world open up to you the eventualities you seek.

Monitoring and Supporting Hashimoto’s ​• ​After Hashimoto’s is assessed with a positive TPO and/or TGB serum antibody test, establish TH-1 or TH-2 dominance with an immunological serum test. Look at the percentage values, not the total. ​• ​A TH-1 serum profile includes interferon, IL-2, IL-12, interferon-gamma, and TNF alpha. ​• ​A TH-2 serum profile includes IL-4, IL-13 and IL-10. ​• ​If the TH-1 cytokines are high, then modulate the autoimmune condition by supporting the TH-2 pathway with TH-2 stimulators. ​• ​If the TH-2 cytokines are high, then support the TH-1 pathway with TH-1 stimulators. ​• ​A CD4/CD8 (T-suppressor cell/T-helper cell) ratio of 2 or higher is an indication that an active antigen is driving the autoimmune response. This test is also a baseline from which to monitor overall progress. ​• ​If an active antigen or hapten is at work, then stimulate the dominant TH pathway to eradicate the antigen or drive it into remission. ​• ​If both TH-1 and TH-2 stimulators make you feel worse, a hapten may be driving the autoimmune condition. In that case, restore the immune barriers. ​• ​In all instances, modulate immune T-helper cell response with therapeutic doses of emulsified vitamin D plus cofactors, fish oil, and liposomal glutathione and superoxide dismutase cream. Have a licensed healthcare practitioner qualified to work with vitamin D therapy prescribe the appropriate dose. ​• ​Add in nutritional compounds individually every three days to monitor response. ​• ​Remove gluten and possibly dairy from the diet and support other systems, organs, and functions in the body.  (Managing blood sugar, digestive function, and adrenal health using functional medicine principles is explained in later chapters.) ​• ​Monitor whether support is effective with follow-up TSH, CD4/CD8, and TH-1 and TH-2 cytokine tests.

The primary concern of projects in the monitoring process is the progress, the milestones achieved, the factor of complying with the time schedule, the scope, compliance with laws, and that the project is within the allocated/mobilized budget(costs).

The host read the question off a card as it appeared on a studio monitor. “John’s father has five sons: Alan, Blan, Clan, and Dlan. What did he call his fifth son?” The pinochle champ was the first to buzz in. “Mr. Fontaine?” said the host. “Elan,” he said confidently. “The five names obviously follow a logical alphabetical progression, A, B, C, D. So E-lan would be next.” The college professor made a face. She would have given the same answer. “I’m sorry,” said the host. “That is incorrect.” Jake buzzed in. “Mr. McQuade?” “Um, the fifth son’s name was John. Because in your question you said, ‘John’s father had five sons.’ So one of the sons has to be, you know, named John.” “That is correct!

We also monitor other variables that are relevant to diet, beginning with weight (obviously) but continuing with body composition, the ratios of lean mass and fat mass, and how they change. We can also look at biomarkers such as lipids, uric acid, insulin, and liver enzymes. All of these taken together start to give us a better way to evaluate our progress than any one in isolation.

The archipelagic nature of the Philippines posed a number of difficulties in the monitoring and implementation of Build, Build, Build projects. How do we monitor 20,000 projects simultaneously in a country composed of roughly 7,640 islands? How do we get rid of ghost projects? How do we minimize discretion at DPWH? Secretary Mark Villar was adamant to find a solution, one that was progressive, forward thinking, and feasible. First, he introduced an automated monitoring system called the Infra-Track App, which utilizes geo-tagging, satellite technology, and drone monitoring.

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.

Think about your health, work, and relationships. Where do you find the biggest gap between your desired identity and your behavior? If you were to define your best-self identity in each of the three domains, what words would you use? List a champion proof for each best-self identity to know you’ve stepped into that identity every day. What does your ideal day look like? What does your ideal morning routine consist of? How can you restructure your days to better manage your energy and time? Remember to be creative before reactive. What is a massive goal you can set to force yourself to take massive action in your life? Don’t be afraid to dream. Commit before you’re ready. What is one thing in your life you can 80/20? Zero in on the 20% of effort that would create 80% of the results. Could you benefit from the power of single-tasking? Consider creating a timesheet to record how much time you spend on each task everyday and notice how much task-switching is costing you. What is one stat in your life you can begin to monitor to help you stay on track and feel encouraged as you see your progress? Implement a weekly review. Note your big wins, progress on your Top 3 objectives, what went well, and what didn’t. Look ahead to your appointments for next week, review your Top 3 objectives, and mark time on your calendar to do them. Which of the antifragility concepts most resonated with you? Is there a situation where you can apply that concept in your daily life?

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.

Assessment OF Learning is summative and used to confirm what learners know and can do so teachers concentrate on ensuring that they have used assessment to provide accurate and sound statements of learners’ proficiency. Assessment FOR Learning provides information about what learners already know and can do so that teachers can design the most appropriate next steps in instruction so the teacher and peers can offer feedback to the learner throughout the learning process. Assessment AS Learning is where learners reflect on their own learning, monitor their progress, and make adjustments to their learning so that they achieve deeper understanding.

One American political figure saw Russia for the growing menace that it was and was willing to call Putin out for his transgressions. During President Obama’s reelection campaign, Mitt Romney warned of a growing Russian strategic threat, highlighting their role as “our number one geopolitical foe.”[208] The response from President Obama, Secretary Clinton, and other Democrats was not to echo his sentiment, but actually to ridicule Romney and support the Russian government. President Obama hurled insults, saying Romney was “stuck in a Cold War mind warp” [209] and in a nationally televised debate mocked the former governor, saying “the 1980s are now calling to ask for their foreign policy back…” [210] When asked to respond to Romney’s comment, Secretary Clinton refused to rebuke the over-the-top and false Obama campaign attacks. Instead, she delivered a message that echoed campaign talking points arguing that skepticism of Russia was outdated: “I think it’s somewhat dated to be looking backwards,” she said, adding, “In many of the areas where we are working to solve problems, Russia has been an ally.”[211] A month after Secretary Clinton’s statement on Romney, Putin rejected Obama’s calls for a landmark summit.[212] He didn’t seem to share the secretary’s view that the two countries were working together. It was ironic that while Obama and Clinton were saying Romney was in a “Cold War mind warp,”[213] the Russian leader was waging a virulent, anti-America “election campaign” (that’s if you can call what they did in Russia an “election”). In fact, if anyone was in a Cold War mind warp, it was Putin, and his behavior demonstrated just how right Romney was about Russia’s intentions. “Putin has helped stoke anti-Americanism as part of his campaign emphasizing a strong Russia,” Reuters reported. “He has warned the West not to interfere in Syria or Iran, and accused the United States of ‘political engineering’ around the world.”[214] And his invective was aimed not just at the United States. He singled out Secretary Clinton for verbal assault. Putin unleashed the assault Nov. 27 [2011] in a nationally televised address as he accepted the presidential nomination, suggesting that the independent election monitor Golos, which gets financing from the United States and Europe, was a U.S. vehicle for influencing the elections here. Since then, Golos has been turned out of its Moscow office and its Samara branch has come under tax investigation. Duma deputies are considering banning all foreign grants to Russian organizations. Then Putin accused U.S. Secretary of State Hillary Rodham Clinton of sending a signal to demonstrators to begin protesting the fairness of the Dec. 4 parliamentary elections.[215] [Emphasis added.] Despite all the evidence that the Russians had no interest in working with the U.S., President Obama and Secretary Clinton seemed to believe that we were just a Putin and Obama election victory away from making progress. In March 2012, President Obama was caught on a live microphone making a private pledge of flexibility on missile defense “after my election” to Dmitry Medvedev.[216] The episode lent credence to the notion that while the administration’s public unilateral concessions were bad enough, it might have been giving away even more in private. So it shouldn’t have been a surprise that Putin didn’t abandon his anti-American attitudes after he won the presidential “election.” In the last few weeks of Clinton’s tenure as Secretary of State, Putin signed a law banning American adoption of Russian children,[217] in a move that could be seen as nothing less than a slap in the face to the United States. Russia had been one of the leading sources of children for U.S. adoptions.[218] This disservice to Russian orphans in need of a home was the final offensive act in a long trail of human rights abuses for which Secretary Clinton failed to hold Russia accountable.