Performance Evaluation Quotes

In a situation where every waking moment has become the time in which we make our living, and when we submit even our leisure for numerical evaluation via likes on Facebook and Instagram, constantly checking on its performance like one checks a stock, monitoring the ongoing development of our personal brand, time becomes an economic resource that we can no longer justify spending on “nothing.

The final relationship that cannot be ignored is with disrupters: They are individuals who cause trouble for sport - inciting opposition to management for a variety of reasons, most of them petty. Usually these people have good performance - that's their cover - and so they are endured or appeased. A company that manages people well takes disrupters head-on. First they give them very tough evaluations, naming their bad behaviour and demanding it change. Usually it won't. Disrupters are a personality type. If that's the case, get them out of the way of people trying to do their jobs. They're poison.

With motherhood and marriage there was no finish line, no hour or day or year when you got to say you were through. Life just went on and on, endless and formless, with no performance evaluation, no raises or feedback or two weeks’ vacation.

Would you put it past Darth Sullivan to figure out a way to haunt you postmortem? He’s probably holding staff meetings in the afterworld. Offering up performance evaluations. Issuing dictates.

while the long history of religious oppression and hypocrisy is profoundly sobering, the earnest seeker must look beyond the behavior of flawed humans in order to find the truth. Would you condemn an oak tree because its timbers had been used to build battering rams? Would you blame the air for allowing lies to be transmitted through it? Would you judge Mozart’s The Magic Flute on the basis of a poorly rehearsed performance by fifth-graders? If you had never seen a real sunset over the Pacific, would you allow a tourist brochure as a substitute? Would you evaluate the power of romantic love solely in the light of an abusive marriage next door? No. A real evaluation of the truth of faith depends upon looking at the clean, pure water, not at the rusty containers.

Musicians, like golfers, have to put their minds in the right place – trusting, confident, enjoying the pressure, being in present. And so forth. Otherwise, no amount of practice or “Time management” will make them better. The same is true in all professions: if you’re stuck in the Training Mindset, evaluating yourself, or thinking in the past or future, you will not perform up to your potential. You will waste a lot of time, be an inefficient performer, and likely assume you need to manage your time better. In reality you need to manage your thinking better.

As I developed as a CEO, I found two key techniques to be useful in minimizing politics. 1. Hire people with the right kind of ambition. The cases that I described above might involve people who are ambitious but not necessarily inherently political. All cases are not like this. The surest way to turn your company into the political equivalent of the U.S. Senate is to hire people with the wrong kind of ambition. As defined by Andy Grove, the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. The wrong kind of ambition is ambition for the executive’s personal success regardless of the company’s outcome. 2. Build strict processes for potentially political issues and do not deviate. Certain activities attract political behavior. These activities include:   Performance evaluation and compensation   Organizational design and territory   Promotions Let’s examine each case and how you might build and execute a process that insulates the company from bad behavior and politically motivated outcomes.

As CEO, you should have an opinion on absolutely everything. You should have an opinion on every forecast, every product plan, every presentation, and even every comment. Let people know what you think. If you like someone’s comment, give her the feedback. If you disagree, give her the feedback. Say what you think. Express yourself. This will have two critically important positive effects:   Feedback won’t be personal in your company. If the CEO constantly gives feedback, then everyone she interacts with will just get used to it. Nobody will think, “Gee, what did she really mean by that comment? Does she not like me?” Everybody will naturally focus on the issues, not an implicit random performance evaluation.   People will become comfortable discussing bad news. If people get comfortable talking about what each other are doing wrong, then it will be very easy to talk about what the company is doing wrong. High-quality company cultures get their cue from data networking routing protocols: Bad news travels fast and good news travels slowly. Low-quality company cultures take on the personality of the Wicked Witch of the West in The Wiz: “Don’t nobody bring me no bad news.

Buffett gave two criteria for evaluating the performance of management: 1) How well do they run the business? and 2) How well do they treat the owners?

Mental toughness fundamental #5 is to complete daily performance evaluations. COMPLETE

Performance evaluations include three very distinct components:       1. What is being done well     2. What needs to be improved     3. How improvements will be made Although

Unconditional Self-Acceptance (USA) instead of Conditional Self-Esteem (CSE). You rate and evaluate your thoughts, feelings, and actions in relation to your main Goals of remaining alive and reasonably happy to see whether they aid these Goals. When they aid them, you rate that as “good” or “effective,” and when they sabotage your Goals you rate that as “bad” or “ineffective.” But you always—yes, always—accept and respect yourself, your personhood, your being, whether or not you perform well and whether or not other people approve of you and your behaviors.

Equitable and righteous thoughts are essential. A humble person who seeks an authentic life overlooks errors of other people, accepts criticism, and assumes exclusive responsibility for performing the necessary task in his or her own life. A person with integrity throws off darkness and feeds his or her soul.

Do this: Start marching toward your ultimate goal by making the next task you perform, regardless of how unimportant it may seem, a step in the right direction. Commit this question to memory and use it to evaluate everything you do: “Will this help take me where I want to go?” If the answer is no, back off; if yes, press ahead.

There’s a more glaring giveaway that boxing and wrestling are just recreation: girls and old guys aren’t good at them. As a rule of thumb, performance aberration in a basic skill is a good way to evaluate whether it’s natural to a species. When you spot a giant ability gap between ages and genders, you know you’re looking at nurture, not nature.

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

I didn't want to think of Benj in terms of syndromes and categories and labels and diagnoses, in terms of his performance on tests and evaluations, in terms of his differences from a perceived norm or imagined ideal. One of the questions my experience with Benj raised for me is: how do you value your child in a culture whose benchmarks for achievement and whose standards for evaluating and assessing kids are so out of line with your own values and who your child is?

The more time I spent in Finland, the more I started to worry that the reforms sweeping across the United States had the equation backwards. We were trying to reverse engineer a high-performance teaching culture through dazzlingly complex performance evaluations and value-added data analysis. It made sense to reward, train, and dismiss more teachers based on their performance, but that approach assumed that the worst teachers would be replaced with much better ones, and that the mediocre teachers would improve enough to give students the kind of education they deserved. However, there was not much evidence that either scenario was happening in reality.

In (hyper-loyal) cultures, loyalty is so highly prized that it covers a multitude of leadership sins. I’ve seen numerous bad leaders cover their ineptitude by stressing the importance of loyalty over competence. They teach that loyalty is more important than excellence and they use that idea to distract the team from their own inability to perform.

Even as I wrote my note to Fern, for instance, expressing sentiments and regrets that were real, a part of me was noticing what a fine and sincere note it was, and anticipating the effect on Fern of this or that heartfelt phrase, while yet another part was observing the whole scene of a man in a dress shirt and no tie sitting at his breakfast nook writing a heartfelt note on his last afternoon alive, the blondwood table's surface trembling with sunlight and the man's hand steady and face both haunted by regret and ennobled by resolve, this part of me sort of hovering above and just to the left of myself, evaluating the scene, and thinking what a fine and genuine-seeming performance in a drama it would make if only we all had not already been subject to countless scenes just like it in dramas ever since we first saw a movie or read a book, which somehow entailed that real scenes like the one of my suicide note were now compelling and genuine only to their participants, and to anyone else would come off as banal and even somewhat cheesy or maudlin, which is somewhat paradoxical when you consider – as I did, setting there at the breakfast nook – that the reason scenes like this will seem stale or manipulative to an audience is that we’ve already seen so many of them in dramas, and yet the reason we’ve seen so many of them in dramas is that the scenes really are dramatic and compelling and let people communicate very deep, complicated emotional realities that are almost impossible to articulate in any other way, and at the same time still another facet or part of me realizing that from this perspective my own basic problem was that at an early age I’d somehow chosen to cast my lot with my life’s drama’s supposed audience instead of with the drama itself, and that I even now was watching and gauging my supposed performance’s quality and probable effects, and thus was in the final analysis the very same manipulative fraud writing the note to Fern that I had been throughout the life that had brought me to this climactic scene of writing and signing it and addressing the envelope and affixing postage and putting the envelope in my shirt pocket (totally conscious of the resonance of its resting there, next to my heart, in the scene), planning to drop it in a mailbox on the way out to Lily Cache Rd. and the bridge abutment into which I planned to drive my car at speeds sufficient to displace the whole front end and impale me on the steering wheel and instantly kill me. Self-loathing is not the same thing as being into pain or a lingering death, if I was going to do it I wanted it instant’ (175-176)

If EXCELLENCE is one of your values, not only you self-critic and evaluate your performance consistently, you BEG others for honest feedback...

There is a need to evaluate the performance of employees in a more objective and continuous way.

Use evaluation tools such as performance surveys, metrics, and formal reviews to document all aspects of a person’s performance.It’s

One very important difference between white people and black people is that white people think you are your work...Now, a black person has more sense than that because he knows that what I am doing doesn't have anything to do with what I want to do to what I do when I am doing for myself. Now, black people think that my work is just what I have to do to get what I want." Ms. Madison's perspective criticizes definitions of work that grant White men more status and human worth because they are employed in better-paid occupations. She recognizes that work is a contested construct and that evaluating individual worth by the type of work performed is a questionable practice in systems based on race and gender inequality.

They’re excessively orderly in the workplace, almost to the point of being OCD. Whatever industry you work in, these people will always fail to see the bigger picture. They will exaggerate their insignificant, paltry roll to others, kidding on that they’re an actual leader in the team, yet their work is very often meaningless and inconsequential. They have an almost ritualistic compulsion to ensure things are in the right place, striving for flawlessness, setting high performance standards for others, even though it’s probably none of their business, and they can be very critical regarding their evaluations of others. In short, they’re a pain in the arse.

Who a man is as a husband and father to a large degree shapes who he is as a minister of the gospel. In fact, his calling is evaluated at least in part by how well he performs his duties in the home. I do not believe it is necessary to rank marriage and ministry any more than I would rank eating and drinking. Both are essential. My point is simply this: it is wrong to argue that marriage is somehow less important than ministry. Marriage is ministry.

As a rule of thumb, performance aberration in a basic skill is a good way to evaluate whether it’s natural to a species. When you spot a giant ability gap between ages and genders, you know you’re looking at nurture, not nature.

As a rule of thumb, performance aberration in a basic skill is a good way to evaluate whether it’s natural to a species. When you spot a giant ability gap between ages and genders, you know you’re looking at nurture, not nature. Male

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

Negative judgment of the results of one’s efforts tends to make one try even harder; positive evaluation tends to make one try to force oneself into the same pattern on the next shot. Both positive and negative thinking inhibit spontaneity. THE

We have a tendency to measure ourselves against the people around us. They become our point of reference. A good coach will evaluate your performance against your potential. …if we are wise enough to listen, they will help us go further, faster.

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

Use evaluation tools such as performance surveys, metrics, and formal reviews to document all aspects of a person’s performance.It’s hard to have an objective, open-minded, emotion-free conversation about performance if there is no data to discuss. It’s also hard to track progress.

The large subject of performance evaluation raises many questions, both practical and philosophical. Some people ask, for instance, to what extent the notion of individual performance is meaningful in today’s organizations, where outcomes often depend on how people interact with one another. If we believe the notion is indeed meaningful, we must wonder how levels of individual performance are distributed among people in a given organization—for instance, whether performance follows a normal distribution or whether there exists “star talent” making a hugely disproportionate contribution.

If I’m a pastor, the trinitarian fellowship is my first team. My ultimate loyalty is to that fellowship. My primary identity is as a part of that fellowship. My understanding of how I am doing in life comes out of that trinitarian fellowship. No other team is allowed to determine my identity or evaluate my performance beyond that one.

The first phase of a planning cycle is exploring the different problems that you could pick to solve. It’s surprisingly common to skip this phase, but that, unsurprisingly, leads to inertia-driven local optimization. Taking the time to evaluate which problem to solve is one of the best predictors I’ve found of a team’s long-term performance.

If the price of a particular stock is going up, we assume good things are happening; if the price starts to go down, we assume something bad is happening, and we act accordingly. It’s a poor mental habit, and it is exacerbated by another: evaluating price performance over very short periods of time. Not only are we depending solely on the wrong thing (price), Buffett would say, but we’re looking at it too often and we’re too quick to jump when we don’t like what we see. This double-barreled foolishness—this price-based, short-term mentality—is a flawed way of thinking, and it shows up at every level in our business. It is what prompts some people to check stock quotes every day, sometimes every hour.

predictive judgments that provide input—for instance, how a candidate will perform in her first year, how the stock market will respond to a given strategic move, or how quickly the epidemic will spread if left unchecked. But the final decisions entail trade-offs between the pros and cons of various options, and these trade-offs are resolved by evaluative judgments.

It is important to note that the design of an entire brain region is simpler than the design of a single neuron. As discussed earlier, models often get simpler at a higher level—consider an analogy with a computer. We do need to understand the detailed physics ofsemiconductors to model a transistor, and the equations underlying a single real transistor are complex. A digital circuit that multiples two numbers requires hundreds of them. Yet we can model this multiplication circuit very simply with one or two formulas. An entire computer with billions of transistors can be modeled through its instruction set and register description, which can be described on a handful of written pages of text and formulas. The software programs for an operating system, language compilers, and assemblers are reasonably complex, but modeling a particular program—for example, a speech recognition programbased on hierarchical hidden Markov modeling—may likewise be described in only a few pages of equations. Nowhere in such a description would be found the details ofsemiconductor physics or even of computer architecture. A similar observation holds true for the brain. A particular neocortical pattern recognizer that detects a particular invariant visualfeature (such as a face) or that performs a bandpass filtering (restricting input to a specific frequency range) on sound or that evaluates the temporal proximity of two events can be described with far fewer specific details than the actual physics and chemicalrelations controlling the neurotransmitters, ion channels, and other synaptic and dendritic variables involved in the neural processes. Although all of this complexity needs to be carefully considered before advancing to the next higher conceptual level, much of it can be simplified as the operating principles of the brain are revealed.

As Licklider explained, the sensible goal was to create an environment in which humans and machines “cooperate in making decisions.” In other words, they would augment each other. “Men will set the goals, formulate the hypotheses, determine the criteria, and perform the evaluations. Computing machines will do the routinizable work that must be done to prepare the way for insights and decisions in technical and scientific thinking.

What is the proper relationship between dodgy self-absorption and a quest for perceptive understanding of our own journey? Why do we need to determine who we are? Why do I spend hours attempting to evaluate past performance, reconcile exhibited flaws in my personal character, and atone for reprehensible prior behavior? Why cannot a person be satisfied with just being? People tend to spend more time living inside their head than they do confronting reality. Is a person’s constant internal narrative dialogue a form of catharsis? Is a narrative the most apropos method to comprehend what living entails? Do we seek to tell our own stories in order to interpret and organize the reality of the world that surrounds us? Alternatively, is storytelling simply the easiest way for us to apprehend the tenuous notion of the self? Does storytelling enable us to recognize the translucent thread that connects us to the past?

Self-acceptance means fully accepting yourself no matter what your traits or how you perform or achieve. It does not mean self-esteem, self-confidence, or self-regard. These terms imply that you accept yourself because you perform or behave in a specific way or because people accept you based on your achievements. Self-acceptance means that you non-judgmentally accept yourself for who you are without rating or evaluating yourself, or requiring the approval of others.

I've come to suspect that whenever any ability is difficult to learn and rarely performed well, it's probably because contraries are called for - patting the head and rubbing the belly. Thus, good writing is hard because it means trying to be creative and critical; good teaching is hard because it means trying to be ally and adversary of students; good evaluation is hard because it means trying to be subjective and objective; good intelligence is rare because it means trying to be intuitive and logical.

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

In an ideal world, evaluating people’s performance would not be a judgment task; objective facts would be sufficient to determine how well people are doing. But most modern organizations have little in common with Adam Smith’s pin factory, in which every worker had a measurable output. What would that output be for a chief financial officer or for a head of research? Today’s knowledge workers balance multiple, sometimes contradictory objectives. Focusing on only one of them might produce erroneous evaluations and have harmful incentive effects.

Mental toughness is the ability to focus on and execute solutions, especially in the face of adversity. Greatness rarely happens on accident. If you want to achieve excellence, you will have to act like you really want it. How? Quite simply: by dedicating time and energy into consistently doing what needs to be done. Excuses are the antithesis of accountability. Important decisions aren’t supposed to be easy, but don’t let that stop you from making them. When it comes to decisions, decide to always decide. The second we stop growing, we start dying. Stagnation easily morphs into laziness, and once a person stops trying to grow and improve, he or she is nothing more than mediocre. Develop the no-excuse mentality. Do not let anything interrupt those tasks that are most critical for growth in the important areas of your life. Find a way, no matter what, to prioritize your daily process goals, even when you have a viable excuse to justify not doing it. “If you don’t evaluate yourself, how in the heck are you ever going to know what you are doing well and what you need to improve? Those who are most successful evaluate themselves daily. Daily evaluation is the key to daily success, and daily success is the key to success in life. If you want to achieve greatness, push yourself to the limits of your potential by continuously looking for improvements. Within 60 seconds, replace all problem-focused thought with solution-focused thinking. When people focus on problems, their problems actually grow and reproduce. When you train your mind to focus on solutions, guess what expands? Talking about your problems will lead to more problems, not to solutions. If you want solutions, start thinking and talking about your solutions. Believe that every problem, no matter how large, has at the very least a +1 solution, you will find it easier to stay on the solution side of the chalkboard. When you set your mind to do something, find a way to get it done…no matter what! If you come up short on your discipline, keep fighting, kicking, and scratching to improve. Find the nearest mirror and look yourself in the eye while you tell yourself, “There is no excuse, and this will not happen again.” Get outside help if needed, but never, ever give up on being disciplined. Greatness will not magically appear in your life without significant accountability, focus, and optimism on your part. Are you ready to commit fully to turning your potential into a leadership performance that will propel you to greatness. Mental toughness is understanding that the only true obstacles in life are self-imposed. You always have the choice to stay down or rise above. In truth, the only real obstacles to your ultimate success will come from within yourself and fall into one of the following three categories: apathy, laziness and fear. Laziness breeds more laziness. When you start the day by sleeping past the alarm or cutting corners in the morning, you’re more likely to continue that slothful attitude later in the day.

Assessment can be either formal and/or informal measures that gather information. In education, meaningful assessment is data that guides and informs the teacher and/or stakeholders of students' abilities, strategies, performance, content knowledge, feelings and/or attitudes. Information obtained is used to make educational judgements or evaluative statements. Most useful assessment is data which is used to adjust curriculum in order to benefit the students. Assessment should be used to inform instruction. Diagnosis and assessment should document literacy in real-world contexts using data as performance indicators of students' growth and development.

nothing. Even when unfairness is only a minor concern, system noise poses another problem. People who are affected by evaluative judgments expect the values these judgments reflect to be those of the system, not of the individual judges. Something must have gone badly wrong if one customer, complaining of a defective laptop, gets fully reimbursed, and another gets a mere apology; or if one employee who has been with a firm for five years asks for a promotion and gets exactly that, while another employee, whose performance is otherwise identical, is politely turned down. System noise is inconsistency, and inconsistency damages the credibility of the system.

Adrienne Rich once wrote that Virginia Woolf’s style — that detachment and banked rage, that light, calculated charm — revealed a woman who never forgot she was being overheard, and evaluated, by men. Reading the flood of public writing about #MeToo in recent years — the op-eds and testimonies — I’d occasionally experience a prickly feeling of recognition. Here again, I’d think, was writing that stemmed from outrage, and often shame, but remained impeccably well-mannered and sure of itself, almost legalistic in structure and presentation. Necessarily, perhaps — women must constantly perform credibility. “The whole long arc of justice now crashing down that we call #MeToo has been about whether women may be in possession of facts, and whether anyone will bother to hear out those facts or believe them or, having believed them, allow those facts to have consequences,” Rebecca Solnit has written. These pieces often felt preoccupied with their imagined reception — straining to appease, convince, console — conscious of being overheard, in Rich’s phrase, but this time by women as well as men. Not these novels. They occupy the backwaters where the writer need not pander or persuade, and can instead seek to understand, or merely complicate, something for herself. They are stories about inconsistencies and incoherence, stories that thicken the mysteries of memory and volition.

had read a description of this ability to act so well in public in Czeslaw Milosz’s book The Captive Mind, in which he describes life in 1950s Poland under the authoritarian influences of Nazism and Stalinism. He writes that in such circumstances people must, of necessity, become actors and actresses. ‘One does not perform on a theatre stage,’ says Milosz, ‘but in the street, office, factory, meeting hall, or even the room one lives in. Such acting is a highly-developed craft that places a premium upon mental alertness. Before it leaves the lips every word must be evaluated as to its consequences. A smile that appears at the wrong moment, a glance that is not all it should be can occasion dangerous suspicions and accusations.

But influential business leaders were eager proponents of numbers-driven merit pay for teachers. Ross Perot, for example, pushed Dallas to implement a plan to use test scores alone to evaluate teachers and distribute pay increases. So it was ironic that private industry had, by the 1980s, mostly turned away from efforts to pay white-collar workers according to strict productivity measures, finding that such formal evaluation programs were too expensive and time-consuming to create and implement. Research showed that companies with merit pay schemes did not perform better financially than did organizations without it, nor were their employees happier. Instead, management gurus recommended that workers be judged primarily by the holistic standards of individual supervisors.

In a longitudinal study of college students, freshmen were evaluated for fixed mindsets or growth mindsets and then followed across their four years of enrollment. When the students with fixed mindsets encountered academic challenges such as daunting projects or low grades, they gave up, while the students with growth mindsets responded by working harder or trying new strategies. Rather than strengthening their skills and toughening their resolve, four years of college left the students with fixed mindsets feeling less confident. The feelings they most associated with school were distress, shame, and upset. Those with growth mindsets performed better in school overall and, at graduation time, they reported feeling confident, determined, enthusiastic, inspired, and strong.

Satanism is the only religion known to man that accepts man as he is, and promotes the rationale of turning a bad thing into a good thing rather than bending over backwards to eliminate the bad thing. Therefore, after intellectually evaluating your problems through common sense and drawing on what psychiatry has taught us, if you still cannot emotionally release yourself from unwarranted guilt, and put your theories into action, then you should learn to make your guilt work for you. You should act upon your natural instincts, and then, if you cannot perform without feeling guilty, revel in your guilt. This may sound like a contradiction in terms, but if you will think about it, guilt can often add a fillip to the senses. Children often take great delight in doing something they know they are not supposed to do.

Since our civilization is irreversibly dependent on electronics, abolition of EMR is out of the question. However, as a first step toward averting disaster, we must halt the introduction of new sources of electromagnetic energy while we investigate the biohazards of those we already have with a completeness and honesty that have so far been in short supply. New sources must be allowed only after their risks have been evaluated on the basis of the knowledge acquired in such a moratorium. 
With an adequately funded research program, the moratorium need last no more than five years, and the ensuing changes could almost certainly be performed without major economic trauma. It seems possible that a different power frequency—say 400 hertz instead of 60—might prove much safer. Burying power lines and providing them with grounded shields would reduce the electric fields around them, and magnetic shielding is also feasible. 
A major part of the safety changes would consist of energy-efficiency reforms that would benefit the economy in the long run. These new directions would have been taken years ago but for the opposition of power companies concerned with their short-term profits, and a government unwilling to challenge them. It is possible to redesign many appliances and communications devices so they use far less energy. The entire power supply could be decentralized by feeding electricity from renewable sources (wind, flowing water, sunlight, georhermal and ocean thermal energy conversion, and so forth) into local distribution nets. This would greatly decrease hazards by reducing the voltages and amperages required. Ultimately, most EMR hazards could be eliminated by the development of efficient photoelectric converters to be used as the primary power source at each point of consumption. The changeover would even pay for itself, as the loss factors of long-distance power transmission—not to mention the astronomical costs of building and decommissioning short-lived nuclear power plants—were eliminated. Safety need not imply giving up our beneficial machines. 
Obviously, given the present technomilitary control of society in most parts of the world, such sane efficiency will be immensely difficult to achieve. Nevertheless, we must try. Electromagnetic energy presents us with the same imperative as nuclear energy: Our survival depends on the ability of upright scientists and other people of goodwill to break the military-industrial death grip on our policy-making institutions.

Sometimes,” she told me, “a girl will give a guy a blow job at the end of the night because she doesn’t want to have sex with him and he expects to be satisfied. So if I want him to leave and I don’t want anything to happen . . .” She trailed off, leaving me to imagine the rest. There was so much to unpack in that short statement: why a young man should expect to be sexually satisfied; why a girl not only isn’t outraged, but considers it her obligation to comply; why she doesn’t think a blow job constitutes “anything happening”; the pressure young women face in any personal relationship to put others’ needs before their own; the potential justification of assault with a chaser of self-blame. “It goes back to girls feeling guilty,” Anna said. “If you go to a guy’s room and are hooking up with him, you feel bad leaving him without pleasing him in some way. But, you know, it’s unfair. I don’t think he feels badly for you.” In their research on high school girls and oral sex, April Burns, a professor of psychology at City University of New York, and her colleagues found that girls thought of fellatio kind of like homework: a chore to get done, a skill to master, one on which they expected to be evaluated, possibly publicly. As with schoolwork, they worried about failing or performing poorly—earning the equivalent of low marks. Although they took satisfaction in a task well done, the pleasure they described was never physical, never located in their own bodies. They were both dispassionate and nonpassionate about oral sex—socialized, the researchers concluded, to see themselves as “learners” in their encounters rather than “yearners.” The concern with pleasing, as opposed to pleasure, was pervasive among the girls I met, especially among high schoolers, who were just starting sexual experimentation.

astonishing number of senior leaders are systemically incapable of identifying their organization’s most glaring and dangerous shortcomings. This is not a function of stupidity, but rather stems from two routine pressures that constrain everybody’s thinking and behavior. The first is comprised of cognitive biases, such as mirror imaging, anchoring, and confirmation bias. These unconscious motivations on decision-making under uncertain conditions make it inherently difficult to evaluate one’s own judgments and actions. As David Dunning, a professor of psychology at Cornell University, has shown in countless environments, people who are highly incompetent in terms of their skills or knowledge are also terrible judges of their own performance. For example, people who perform the worst on pop quizzes also have the widest variance between how they thought they performed and the actual score that they earned.22

If you’re going to make an error in life, err on the side of overestimating your capabilities (obviously, as long as it doesn’t jeopardize your life). By the way, this is something that’s hard to do, since the human capacity is so much greater than most of us would ever dream. In fact, many studies have focused on the differences between people who are depressed and people who are extremely optimistic. After attempting to learn a new skill, the pessimists are always more accurate about how they did, while the optimists see their behavior as being more effective than it actually was. Yet this unrealistic evaluation of their own performance is the secret of their future success. Invariably the optimists eventually end up mastering the skill while the pessimists fail. Why? Optimists are those who, despite having no references for success, or even references of failure, manage to ignore those references, leaving unassembled such cognitive tabletops as “I failed” or “I can’t succeed.” Instead, optimists produce faith references, summoning forth their imagination to picture themselves doing something different next time and succeeding. It is this special ability, this unique focus, which allows them to persist until eventually they gain the distinctions that put them over the top. The reason success eludes most people is that they have insufficient references of succeeding in the past. But an optimist operates with beliefs such as, “The past doesn’t equal the future.” All great leaders, all people who have achieved success in any area of life, know the power of continuously pursuing their vision, even if all the details of how to achieve it aren’t yet available. If you develop the absolute sense of certainty that powerful beliefs provide, then you can get yourself to accomplish virtually anything, including those things that other people are certain are impossible.

The expectation of a reward or evaluation, even a positive evaluation, squelched creativity. She calls this phenomenon the intrinsic theory of motivation. Stated simply: “People will be most creative when they feel motivated primarily by interest, enjoyment, satisfaction, and the challenge of the work itself—not by external pressures.” She warns that many schools and corporations, by placing such emphasis on rewards and evaluation, are inadvertently suppressing creativity. It’s a compelling theory, and one that, intuitively, makes sense. Who hasn’t felt creatively liberated writing in a private diary or doodling in a notebook, knowing no one will ever see these zany scribbles? The theory, though, doesn’t always jibe with the real world. If we are only motivated by the sheer joy of an activity, why do athletes perform better in the heat of competition rather than during training sessions? Why did Mozart abandon works in progress because his

To speak of a communication failure implies a breakdown of some sort. Yet this does not accurately portray what occurs. In truth, communication difficulties arise not from breakdown but from the characteristics of the system itself. Despite promising beginnings in our intimate relationships, we tend over time to evolve a system of communication that suppresses rather than reveals information. Life is complicated, and confirming or disconfirming the well-being of a relationship takes effort. Once we are comfortably coupled, the intense, energy-consuming monitoring of courtship days is replaced by a simpler, more efficient method. Unable to witness our partners’ every activity or verify every nuance of meaning, we evolve a communication system based on trust. We gradually cease our attentive probing, relying instead on familiar cues and signals to stand as testament to the strength of the bond: the words “I love you,” holidays with the family, good sex, special times with shared friends, the routine exchange, “How was your day?” We take these signals as representative of the relationship and turn our monitoring energies elsewhere. ... Not only do the initiator’s negative signals tend to become incorporated into the existing routine, but, paradoxically, the initiator actively contributes to the impression that life goes on as usual. Even as they express their unhappiness, initiators work at emphasizing and maintaining the routine aspects of life with the other person, simultaneously giving signals that all is well. Unwilling to leave the relationship yet, they need to privately explore and evaluate the situation. The initiator thus contrives an appearance of participation,7 creating a protective cover that allows them to “return” if their alternative resources do not work out. Our ability to do this—to perform a role we are no longer enthusiastically committed to—is one of our acquired talents. In all our encounters, we present ourselves to others in much the same way as actors do, tailoring our performance to the role we are assigned in a particular setting.8 Thus, communication is always distorted. We only give up fragments of what really occurs within us during that specific moment of communication.9 Such fragments are always selected and arranged so that there is seldom a faithful presentation of our inner reality. It is transformed, reduced, redirected, recomposed.10 Once we get the role perfected, we are able to play it whether we are in the mood to go on stage or not, simply by reproducing the signals. What is true of all our encounters is, of course, true of intimate relationships. The nature of the intimate bond is especially hard to confirm or disconfirm.11 The signals produced by each partner, while acting out the partner role, tend to be interpreted by the other as the relationship.12 Because the costs of constantly checking out what the other person is feeling and doing are high, each partner is in a position to be duped and misled by the other.13 Thus, the initiator is able to keep up appearances that all is well by falsifying, tailoring, and manipulating signals to that effect. The normal routine can be used to attest to the presence of something that is not there. For example, initiators can continue the habit of saying, “I love you,” though the passion is gone. They can say, “I love you” and cover the fact that they feel disappointment or anger, or that they feel nothing at all. Or, they can say, “I love you” and mean, “I like you,” or, “We have been through a lot together,” or even “Today was a good day.

If they’re not practicing deliberately, even experts can see their skills backslide. Ericsson shared with me an incredible example of this. Even though you might be inclined to trust the advice of a silver-haired doctor over one fresh out of medical school, it’s been found that in a few fields of medicine, doctors’ skills don’t improve the longer they’ve been practicing. The diagnostic accuracy of professional mammographers, for example, doesn’t get more accurate over the years. Why would that be? For most mammographers, practicing medicine is not deliberate practice, according to Ericsson. It’s more like putting into a tin cup than working with a coach. That’s because mammographers usually only find out if they missed a tumor months or years later, if at all, at which point they’ve probably forgotten the details of the case and can no longer learn from their successes and mistakes. One field of medicine in which this is definitively not the case is surgery. Unlike mammographers, surgeons tend to get better with time. What makes surgeons different from mammographers, according to Ericsson, is that the outcome of most surgeries is usually immediately apparent—the patient either gets better or doesn’t—which means that surgeons are constantly receiving feedback on their performance. They’re always learning what works and what doesn’t, always getting better. This finding leads to a practical application of expertise theory: Ericsson suggests that mammographers regularly be asked to evaluate old cases for which the outcome is already known. That way they can get immediate feedback on their performance.

Second, most of the officers in this study did not have experience as tactical officers, and the teams they formed had very limited practice time together. It is possible that, with practice and experience, the effects of a threat on the performance of the dumps observed here can be overcome. This is the essence of the habituation findings in the orienting response literature (Sokolov et al., 2002). A SWAT team that regularly practices may be able to overcome the natural tendency to orient on a threat and cover their respective areas, producing exposure times that are consistent with those produced by the slice (many SWAT officers that we have spoken to insist that this is the case); however, we would like to point out that this means conducting training specifically to overcome a natural instinct, and this process is likely to take considerable effort and time. In the case of patrol officers, who are likely to be the first on the scene during an active shooter event, the officers are unlikely to receive the amount of training that is needed to overcome these natural instincts. With these caveats in mind, we think it is clear that the slice is a better style of entry to teach to patrol officers during active shooter training. The structure of the slice does not attempt to overcome the officer’s natural tendencies. It allows these tactically less-experienced officers to deal with the problem in smaller pieces and provides the officers with more time to think through the situation. For these reasons, the specific entries tested in the other studies presented in this book are conducted using a slice style.

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

The third serious problem the culture of customer service as we know it creates is turning every profession into a customer service tool to generate profits. In doing so, we risk the loss of creativity, quality, and critical thinking in many walks of life. Nowhere is this risk clearer and more damaging than viewing students at different educational institutions as customers, and nowhere this trend has been happening more rapidly than at schools, colleges, and universities, especially at private institutions. There is severe damage done to creativity and critical thinking when all students want is an A, and in fact feel entitled to get it since they (or their parents) are paying hundreds of thousands of dollars to attend elite schools. Many educators are under enormous pressure to give students grades they do not deserve in order to avoid receiving bad student evaluations (or to ensure getting good ones). This pressure is intensifying as academic jobs become increasingly contingent and precarious, where teaching staff are hired under short contracts only renewed based on so-called ‘performance,’ which is often measured by student evaluations and enrollment. When this happens, academic and intellectual compromises and corruption increase. Colleagues at elite American universities have been pressured to give students grades no lower than a B, with the explanation that this is what is ‘expected.’ Rampant grade inflation is unethical and unacceptable. Unfortunately, when graduate instructors resist professors’ instructions to fix grades by grading according to independent criteria of intellectual merit, they may be verbally chastised or worse, fired. This humiliation not only reinforces the norm of inflating grades, it also bolsters the power of the tenured professors who instruct their teaching assistants to do it.

If you're involved in a motorcycle accident, this can result in devastating injuries, permanent disability or perhaps put you on on-going dependency on healthcare care. In that case, it's prudent to make use of Los Angeles motorcycle accident attorneys to assist safeguard your legal rights if you are a victim of a motorcycle accident. How a san diego car accident attorney Aids An experienced attorney will help you, if you're an injured motorcycle rider or your family members in case of a fatal motorcycle accident. Hence, a motorcycle accident attorney assists you secure complete and commensurate compensation because of this of accident damages. In the event you go it alone, an insurance coverage company may possibly take benefit and that's why you'll need to have a legal ally by your side till the case is settled to your satisfaction. If well represented after a motorcycle collision, you may get compensation for: Present and future lost income: If just after motor cycle injury you cannot perform and earn as just before, you deserve compensation for lost income. This also applies for a loved ones that has a lost a bread-winner following a fatal motorcycle crash. Existing and future healthcare costs, rehabilitation and therapy: these consist of any health-related fees incurred because of this of the accident. Loss of capability to take pleasure in life, pain and mental anguish: a motorcycle crash can lessen your good quality of life if you cannot stroll, run, see, hear, drive, or ride any longer. That is why specialists in motor cycle injury law practice will help with correct evaluation of your predicament and exercise a commensurate compensation. As a result, usually do not hesitate to speak to Los Angeles motorcycle accident attorneys in case you are involved in a motor cycle accident. The professionals will help you file a case within a timely fashion also as expedite evaluation and compensation. This could also work in your favor if all parties involved agree to an out-of-court settlement, in which case you incur fewer costs.

But states have difficulty evaluating cybersecurity threats. If a state does detect an intrusion in one of its vital networks and if that intrusion looks to be from another state, what should the state suffering the intrusion conclude? On the one hand, it might be a defensive-minded intrusion, only checking out the intruded-upon state’s capabilities and providing reassuring intelligence to the intruding state. This might seem unsettling but not necessarily threatening, presuming the state suffering the intrusion was not developing capabilities for attack or seeking conflict. On the other hand, the intrusion might be more nefarious. It could be a sign of some coming harm, such as a cyber attack or an expanding espionage operation. The state suffering the intrusion will have to decide which of these two possibilities is correct, interpreting limited and almost certainly insufficient amounts of data to divine the intentions of another state. Thus Chapter Four’s argument is vitally important: intrusions into a state’s strategically important networks pose serious risks and are therefore inherently threatening. Intrusions launched by one state into the networks of another can cause a great deal of harm at inopportune times, even if the intrusion at the moment of discovery appears to be reasonably benign. The intrusion can also perform reconnaissance that enables a powerful and well-targeted cyber attack. Even operations launched with fully defensive intent can serve as beachheads for future attack operations, so long as a command and control mechanism is set up. Depending on its target, the intrusion can collect information that provides great insight into the communications and strategies of policy-makers. Network intrusions can also pose serious counterintelligence risks, revealing what secrets a state has learned about other states and provoking a damaging sense of paranoia. Given these very real threats, states are likely to view any serious intrusion with some degree of fear. They therefore have significant incentive to respond strongly, further animating the cybersecurity dilemma.

A phobia is an excessive or unreasonable fear of an object, situation or place. Phobias are quite common and often take root in childhood for no apparent reason. Other times they spring from traumatic events or develop from an attempt to make sense of unexpected and intense feelings of anxiety or panic. Simple phobias are fears of specific things such as insects, infections, or even flying. Agoraphobia is a fear of being in places where one feels trapped or unable to get help, such as in crowds, on a bus or in a car, or standing in a line. It is basically an anxiety that ignites from being in places or situations from which escape might be difficult (or embarrassing). A social phobia is a marked fear of social or performance situations. When the phobic person actually encounters, or even anticipates, being in the presence of the feared object or situation, immediate anxiety can be triggered. The physical symptoms of anxiety may include shortness of breath, sweating, a racing heart, chest or abdominal discomfort, trembling, and similar reactions. The emotional component involves an intense fear and may include feelings of losing control, embarrassing oneself, or passing out. Most people who experience phobias try to escape or avoid the feared situation wherever possible. This may be fairly easy if the feared object is rarely encountered (such as snakes) and avoidance will not greatly restrict the person’s life. At other times, avoiding the feared situation (in the case of agoraphobia, social phobia) is not easily done. After all, we live in a world filled with people and places. Having a fear of such things can limit anyone’s life significantly, and trying to escape or avoid a feared object or situation because of feelings of fear about that object or situation can escalate and make the feelings of dread and terror even more pronounced. In some situations of phobias, the person may have specific thoughts that contribute some threat to the feared situation. This is particularly true for social phobia, in which there is often a fear of being negatively evaluated by others, and for agoraphobia, in which there may be a fear of passing out or dying with no one around to help, and of having a panic attack where one fears making a fool of oneself in the presence of other people. Upon recognizing their problem for what it is, men should take heart in knowing that eighty percent of people who seek help can experience improvement of symptoms or, in male-speak, the illness can be “fixed.

2 Searching for Health Information 1. Choose a fitness or diet plan to research. 2. Determine the keywords you will use in the search query. 3. Time how long it takes you to find the information you are seeking using multiple search engines and the Internet Explorer Search box and QuickPick menu. 4. Evaluate how well you perform the search: a. Record how many Web sites you visit. b. For each site you visit, evaluate the quality of information and credibility of the site. List the qualities that make the site more or less credible. c. For the fitness or diet plan that you choose, find out the recommendations for exercise and any major food restrictions. d. Write down what further steps you should take to evaluate the quality of the information. 3

EVERYTHING I KNOW ABOUT MUSIC "When you’re improvising and you hit a bad note, hit it again a few times. Own the note, shine your brights on it, let everyone know you are up to something. The Law of Facial Control holds that 90% of the audience is evaluating your performance with the wrong organs anyway. Dilute and mask, not for your comfort but for theirs. Everybody wants to be lied to sometimes, which is to say, cared for. Other times, well. My lover: If I smile naturally, suspect I’m up to something. My friends: If I ever kiss all of you, you’ll know I’ve just made a terrible mistake.

No Some Yes G. Overall Performance Objective Is the performance objective: ___ ___ ___ 1. Clear (you/others can construct an assessment to test learners)? ___ ___ ___ 2. Feasible in the learning and performance contexts (time, resources, etc)? ___ ___ ___ 3. Meaningful in relation to goal and purpose for instruction (not insignificant)? H. (Other) ___ ___ ___ 1. Your complete list of performance objectives becomes the foundation for the next phase of the design process, developing criterion-referenced test items for each objective. The required information and procedures are described in Chapter 7. Judge the completeness of given performance objectives. Read each of the following objectives and judge whether it includes conditions, behaviors, and a criterion. If any element is missing, choose the part(s) omitted. 1. Given a list of activities carried on by the early settlers of North America, understand what goods they produced, what product resources they used, and what trading they did. a. important conditions and criterion b. observable behavior and important conditions c. observable behavior and criterion d. nothing 2. Given a mimeographed list of states and capitals, match at least 35 of the 50 states with their capitals without the use of maps, charts, or lists. a. observable response b. important conditions c. criterion performance d. nothing 3. During daily business transactions with customers, know company policies for delivering friendly, courteous service. a. observable behavior b. important conditions c. criterion performance d. a and b e. a and c 4. Students will be able to play the piano. a. important conditions b. important conditions and criterion performance c. observable behavior and criterion performance d. nothing 5. Given daily access to music in the office, choose to listen to classical music at least half the time. a. important conditions b. observable behavior c. criterion performance d. nothing Convert instructional goals and subordinate skills into terminal and subordinate objectives. It is important to remember that objectives are derived from the instructional goal and subordinate skills analyses. The following instructional goal and subordinate skills were taken from the writing composition goal in Appendix E. Demonstrate conversion of the goal and subordinate skills in the goal analysis by doing the following: 6. Create a terminal objective from the instructional goal: In written composition, (1) use a variety of sentence types and accompanying punctuation based on the purpose and mood of the sentence, and (2) use a variety of sentence types and accompanying punctuation based on the complexity or structure of the sentence. 7. Write performance objectives for the following subordinate skills: 5.6 State the purpose of a declarative sentence: to convey information 5.7 Classify a complete sentence as a declarative sentence 5.11 Write declarative sentences with correct closing punctuation. Evaluate performance objectives. Use the rubric as an aid to developing and evaluating your own objectives. 8. Indicate your perceptions of the quality of your objectives by inserting the number of the objective in either the Yes or No column of the checklist to reflect your judgment. Examine those objectives receiving No ratings and plan ways the objectives should be revised. Based on your analysis, revise your objectives to correct ambiguities and omissions. P

F EEDBACK 1. c 2. d 3. e 4. b 5. d 6–7. Examine the sample terminal objective and performance objectives for the subordinate skills in the writing composition case study in Appendix E. 8. Evaluate your goal elaborations, terminal objectives, and your performance objectives using the rubric. If you want further feedback on the clarity and completeness of performance objectives you have written, ask a colleague for a critique using the rubric. REFERENCES AND RECOMMENDED READINGS Caviler,

In Finland, all education schools were selective. Getting into a teacher-training program there was as prestigious as getting into medical school in the United States. The rigor started in the beginning, where it belonged, not years into a teacher’s career with complex evaluation schemes designed to weed out the worst performers, and destined to demoralize everyone else. A teacher union advertisement from the late 1980s began with this breathtaking boast: “A Finnish teacher has received the highest level of education in the world.” Such a claim could never have been made in the United States, or in most countries in the world.

collaborator of our lab, Dr. Yiyuan Tang, studied the impact of mindfulness meditation with undergraduates to improve executive attention, finding significant improvements as well. We hope that training methods like this will be further evaluated, along with other methods, both as possible means of improving attention prior to school and for children and adults with specific needs.

Remember and Share - The Hook Model helps the product designer generate an initial prototype for a habit-forming technology. It also helps uncover potential weaknesses in an existing product’s habit-forming potential. - Once a product is built, Habit Testing helps uncover product devotees, discover which product elements are habit forming (if any), and why those aspects of your product change user behavior. Habit Testing includes three steps: identify, codify, and modify. - First, dig into the data to identify how people are behaving and using the product. - Next, codify these findings in search of habitual users. To generate new hypotheses, study the actions and paths taken by devoted users. - Lastly, modify the product to influence more users to follow the same path as your habitual users, and then evaluate results and continue to modify as needed. - Keen observation of one's own behavior can lead to new insights and habit-forming product opportunities. - Identifying areas where a new technology makes cycling through the Hook Model faster, more frequent or more rewarding provides fertile ground for developing new habit-forming products. - Nascent behaviors — new behaviors that few people see or do, and yet ultimately fulfill a mass-market need — can inform future breakthrough habit-forming opportunities. - New interfaces lead to transformative behavior change and business opportunities.   *** Do This Now Refer to the answers you came up with in the “Do This Now” section in chapter five to complete the following exercises: - Perform Habit Testing, as described in this chapter, to identify the steps users take toward long-term engagement. - Be aware of your behaviors and emotions for the next week as you use everyday products. Ask yourself: - What triggered me to use these products? Was I prompted externally or through internal means? - Am I using these products as intended? - How might these products improve their on-boarding funnels, re-engage users through additional external triggers, or encourage users to invest in their services? - Speak with three people outside your social circle to discover which apps occupy the first screen on their mobile devices. Ask them to use these apps as they normally would and see if you uncover any unnecessary or nascent behaviors. - Brainstorm five new interfaces that could introduce opportunities or threats to your business.

2012, focusing on the evaluation of practical performance and effectiveness, not simple activities. In 2013, the ACRC reduced the number of target organizations to

qualitative evaluation such as feasibility and performance of action plans, as well as best practices, the evaluation was conducted by an external research agency

Until 2011, the ACE consisted of 3 parts, namely common initiatives, voluntary initiatives, and performance results. But since 2012, the evaluation is divided into 2 parts:

Modern organizations have other characteristics as well. Samuel Huntington lists four criteria for measuring the degree of development of the institutions that make up the state: adaptability-rigidity, complexitysimplicity, autonomy-subordination, and coherence-disunity.16 That is, the more adaptable, complex, autonomous, and coherent an institution is, the more developed it will be. An adaptable organization can evaluate a changing external environment and modify its own internal procedures in response. Adaptable institutions are the ones that survive, since environments always change. The English system of Common Law, in which law is constantly being reinterpreted and extended by judges in response to new circumstances, is one prototype of an adaptable institution. Developed institutions are more complex because they are subject to a greater division of labor and specialization. In a chiefdom or early state, the ruler may be simultaneously military general, chief priest, tax collector, and supreme court justice. In a highly developed state, all of these functions are performed by separate organizations with specific missions and a high degree of technical capacity to undertake them. During the Han Dynasty, the Chinese bureaucracy ramified into countless specialized agencies and departments at national, prefectural, and local levels. While much less complex than a modern government, it nonetheless represented an enormous shift away from earlier governments that were run as simple extensions of the imperial household. The two final measures of institutionalization,

t o improve the physical capacity of the horse, a trainer must learn to value its qualities and to compensate for its flaws. Physical training of an athlete, particularly a human athlete, requires a deep understanding of the sporting discipline in question. It is in this same spirit that the chapters in this book describing the biomechanics and physical training of the horse as an athlete have been developed. The presentation of these concepts begins with a series of simplified and educational reminders on the biomechanics of the muscles underlying overall movement. The primary body system involved in active physical exercise is the muscular system and the first three chapters focus on the muscular groups and actions of the forelimb, the hindlimb and the neck and trunk, and this leads to a chapter discussing the biomechanics of lowering of the neck. To evaluate the usefulness of an exercise and to understand its mode of action, including its advantages and disadvantages, it is essential to have a basic understanding of musculotendinous functional anatomy. An understanding of these fundamental ideas is directly applicable to the later chapters, which focus on training and the core exercises for a horse. Training a horse for every discipline brings together two specific but complementary areas, which are often worked on at the same time: conditioning and strengthening. The aim of conditioning is to develop respiratory capacity and to improve cardiovascular function. This results in a greater ability to perform with prolonged effort, while also improving the recovery time after this effort. Strengthening of the horse has two main goals: (1) to improve the flexibility of joints secondary to the action of ligaments and muscles (these structures have an intrinsic role in the control and stability of joints) and (2) to develop effective muscular contraction and coordination, making movements more fluid, lighter and confident (1, 2).

Each business process is represented by a dimensional model that consists of a fact table containing the event's numeric measurements surrounded by a halo of dimension tables that contain the textual context that was true at the moment the event occurred. This characteristic star-like structure is often called a star join, a term dating back to the earliest days of relational databases. Figure 1.5 Fact and dimension tables in a dimensional model. The first thing to notice about the dimensional schema is its simplicity and symmetry. Obviously, business users benefit from the simplicity because the data is easier to understand and navigate. The charm of the design in Figure 1.5 is that it is highly recognizable to business users. We have observed literally hundreds of instances in which users immediately agree that the dimensional model is their business. Furthermore, the reduced number of tables and use of meaningful business descriptors make it easy to navigate and less likely that mistakes will occur. The simplicity of a dimensional model also has performance benefits. Database optimizers process these simple schemas with fewer joins more efficiently. A database engine can make strong assumptions about first constraining the heavily indexed dimension tables, and then attacking the fact table all at once with the Cartesian product of the dimension table keys satisfying the user's constraints. Amazingly, using this approach, the optimizer can evaluate arbitrary n-way joins to a fact table in a single pass through the fact table's index. Finally, dimensional models are gracefully extensible to accommodate change. The predictable framework of a dimensional model withstands unexpected changes in user behavior. Every dimension is equivalent; all dimensions are symmetrically-equal entry points into the fact table. The dimensional model has no built-in bias regarding expected query patterns. There are no preferences for the business questions asked this month versus the questions asked next month. You certainly don't want to adjust schemas if business users suggest new ways to analyze their business.

Digital technologies create opportunities to measure students’ performances in more nuanced, multifaceted ways than ever before. No longer are teachers limited to standardized annual examinations or periodic classroom tests. Instead, they have the chance to provide feedback at virtually every step of the learning process and use this regular evaluation to gauge progress toward educational objectives for individual pupils

stratejiler iş fırsatları gelir gider para kazanılır kaybedilir. Ama sürdürülebilir başarının temeli değerlerdir. Yani çalışma kültürü iki insanlardır ve kültür dediğim zaman da size ne kastediyorum onu göstereceğim ben bu konuşmayı bırakacağım. Kültür bir sürü faktörün dokumasından çıkıyor komünikasyon, Compensation. HR Programs İnsan Kaynakları, Performance Evaluation Employment Relationship Endüstri İlişkileri veya Performans Analizi. Burada vizyon ve değişim için tolerans hoşgörü organizasyon yeteneği, Individual Competencies karar alabilme en önemlisi değerler kültür moral liderlik structure bütün bunların hepsi bu çalışma kültürünü oluşturuyor. İşte sürdürülebilir başarının temeli buralardan geçiyor.

Leaders can choose to grow and change, but generally the most powerful predictor of future performance is past behavior. Evaluate them realistically.

In both designing and evaluating processes, these teams would pay particular attention to passing the “process baton.” Processes should be designed to facilitate the exchange of the baton, the movement of responsibility from one person to another.

Fourth, I paid attention to every detail I could while working on my cases. I found that one of the most ironic facets of the law is that the correct answer to a problem often rests on small legal nuances and factual details. The presence or absence of a particular fact can frequently make or break the case. The senior attorney I worked for, Brad, was extremely adept at assimilating large amounts of information quickly, paying close attention to details, and using his mastery of them to weave brilliant defenses. His ability to identify the most critical of details while constructing solid defenses always impressed me, and I tried to emulate that particular skill. Fifth, I was conscientious about creating good first impressions. As I later learned, lawyers who work with new summer and permanent associates virtually always form quick conclusions about them, and give “hallway evaluations” to other lawyers in the firm. I often heard about or participated in these hallway evaluations, and know that even one negative impression can have a devastating impact. In general, young attorneys who get a reputation for sloppy work – earned or unearned – have a very steep climb up the law firm ladder. Sixth, I was vigilant about meeting deadlines, every time. This meant I had to carefully plan ahead, since partners, colleagues, clients, courts, and other parties often rely on assignments and legal services to be performed by a certain time. With the workload I had, and the interruptions I faced, of course this wasn’t always possible, and in those situations I found the best route wasn’t just to tough it out, but rather let the supervising attorney know as early as possible if I couldn’t meet a deadline. I learned this lesson the hard way. My first assignment as a summer associate was to research whether we could squeeze one of our clients into an exception to a well-settled legal doctrine. The senior attorney who gave me the assignment asked me to research the issue and then get back to him by Friday afternoon. I just didn’t feel comfortable with my research when Friday afternoon came around, and decided to buy some additional time by letting him contact me. He didn’t try to reach me Friday afternoon, so I took advantage of that and submitted the assignment on Monday. The incident later came back to haunt me, though, because in his evaluation of my work for my midsummer review, he mentioned that I didn’t report to him by the established deadline.

distractions, or changes in the demands of the task at hand. Key Words: Begin and Maintain Behavior.             Flexibility: They can exercise the ability to be adaptable, think strategically, and solve problems by creating solutions as things change around them, shifting attention and plans as needed. Key Words: Adapt, Think, and Solve.             Execution and Goal Attainment: They exhibit the ability to execute the plan within the limits of time and other constraints. Key Words: Execute within Time.             Self-regulation: They use self-observation to monitor performance, self-judgment to evaluate performance, and self-regulation to change in order to reach the goal. Key Words: Monitor, Evaluate, Regulate.*

Connective talents are useless, of course, if people can’t perform the work. And the most talented people in every occupation have huge advantages over their ordinary peers. Dean Keith Simonton, who studies greatness and genius, finds that whether it comes to songwriters, composers, scientists, programmers, or filmmakers, the top 10 percent generate as much or more output than the other 90 percent. The superiority of great bosses is seen in a summary of eighty-five years of research on employee selection methods. Frank Schmidt and John Hunter found that the top 15 percent of professionals and managers produced nearly 50 percent more output than their average peers. The strongest predictors of performance included general mental ability (IQ and similar measures), job sample tests (having people prove they can do the work), and evaluations by peers; other useful predictors included structured employment interviews (where each candidate is asked the same questions in the same order) and conscientiousness (self-discipline and follow-through, similar to grit). These findings provide ammunition for bosses who stock up on the best talent and believe that little else is required. Yet without constructive connections among people, collective performance and humanity is tough to achieve – no matter how many superstars are in the fold.

When running a Python program, the interpreter spends most of its time figuring out what low-level operation to perform, and extracting the data to give to this low-level operation. Given Python’s design and flexibility, the Python interpreter always has to determine the low-level operation in a completely general way, because a variable can have any type at any time. This is known as dynamic dispatch, and for many reasons, fully general dynamic dispatch is slow.[5] For example, consider what happens when the Python runtime evaluates a + b: The interpreter inspects the Python object referred to by a for its type, which requires at least one pointer lookup at the C level. The interpreter asks the type for an implementation of the addition method, which may require one or more additional pointer lookups and internal function calls. If the method in question is found, the interpreter then has an actual function it can call, implemented either in Python or in C. The interpreter calls the addition function and passes in a and b as arguments. The addition function extracts the necessary internal data from a and b, which may require several more pointer lookups and conversions from Python types to C types. If successful, only then can it perform the actual operation that adds a and b together. The result then must be placed inside a (perhaps new) Python object and returned. Only then is the operation complete. The situation for C is very different. Because C is compiled and statically typed, the C compiler can determine at compile time what low-level operations to perform and what low-level data to pass as arguments. At runtime, a compiled C program skips nearly all steps that the Python interpreter must perform. For something like a + b with a and b both being fundamental numeric types, the compiler generates a handful of machine code instructions to load the data into registers, add them, and store the result.

Self-evaluation directs us to prepare our next performance from the past and today's experiences.

One downfall of numpy’s optimization of vector operations is that it only occurs on one operation at a time. That is to say, when we are doing the operation A * B + C with numpy vectors, first the entire A * B operation completes, and the data is stored in a temporary vector; then this new vector is added with C. The in-place version of the diffusion code in Example 6-14 shows this quite explicitly. However, there are many modules that can help with this. numexpr is a module that can take an entire vector expression and compile it into very efficient code that is optimized to minimize cache misses and temporary space used. In addition, the expressions can utilize multiple CPU cores (see Chapter 9 for more information) and specialized instructions for Intel chips to maximize the speedup. It is very easy to change code to use numexpr: all that’s required is to rewrite the expressions as strings with references to local variables. The expressions are compiled behind the scenes (and cached so that calls to the same expression don’t incur the same cost of compilation) and run using optimized code. Example 6-19 shows the simplicity of changing the evolve function to use numexpr. In this case, we chose to use the out parameter of the evaluate function so that numexpr doesn’t allocate a new vector to which to return the result of the calculation.

scripting language is a programming language that provides you with the ability to write scripts that are evaluated (or interpreted) by a runtime environment called a script engine (or an interpreter). A script is a sequence of characters that is written using the syntax of a scripting language and used as the source for a program executed by an interpreter. The interpreter parses the scripts, produces intermediate code, which is an internal representation of the program, and executes the intermediate code. The interpreter stores the variables used in a script in data structures called symbol tables. Typically, unlike in a compiled programming language, the source code (called a script) in a scripting language is not compiled but is interpreted at runtime. However, scripts written in some scripting languages may be compiled into Java bytecode that can be run by the JVM. Java 6 added scripting support to the Java platform that lets a Java application execute scripts written in scripting languages such as Rhino JavaScript, Groovy, Jython, JRuby, Nashorn JavaScript, and so on. Two-way communication is supported. It also lets scripts access Java objects created by the host application. The Java runtime and a scripting language runtime can communicate and make use of each other’s features. Support for scripting languages in Java comes through the Java Scripting API. All classes and interfaces in the Java Scripting API are in the javax.script package. Using a scripting language in a Java application provides several advantages: Most scripting languages are dynamically typed, which makes it simpler to write programs. They provide a quicker way to develop and test small applications. Customization by end users is possible. A scripting language may provide domain-specific features that are not available in Java. Scripting languages have some disadvantages as well. For example, dynamic typing is good to write simpler code; however, it turns into a disadvantage when a type is interpreted incorrectly and you have to spend a lot of time debugging it. Scripting support in Java lets you take advantage of both worlds: it allows you to use the Java programming language for developing statically typed, scalable, and high-performance parts of the application and use a scripting language that fits the domain-specific needs for other parts. I will use the term script engine frequently in this book. A script engine is a software component that executes programs written in a particular scripting language. Typically, but not necessarily, a script engine is an implementation of an interpreter for a scripting language. Interpreters for several scripting languages have been implemented in Java. They expose programming interfaces so a Java program may interact with them.

Even in organizations that, on the whole, are toxic to teams, exceptional teams can still be found. There is consistent evidence that adversity sometimes creates an esprit de corps within the team that is difficult to summon in times of prosperity. In such situations the team must pragmatically evaluate the situation and develop adaptive strategies to the furthest extent possible. The more challenging task will be to maintain a positive attitude and sense of humor about things they cannot change and yet not become cynical.

For women, feeling like a fraud is a symptom of a greater problem. We consistently underestimate ourselves. Multiple studies in multiple industries show that women often judge their own performance as worse than it actually is, while men judge their own performance as better than it actually is. Assessments of students in a surgery rotation found that when asked to evaluate themselves, the female students gave themselves lower scores than the male students despite faculty evaluations that showed the women outperformed the men.4 A survey of several thousand potential political candidates revealed that despite having comparable credentials, the men were about 60 percent more likely to think that they were “very qualified” to run for political office.5 A study of close to one thousand Harvard law students found that in almost every category of skills relevant to practicing law, women gave themselves lower scores than men.6 Even worse, when women evaluate themselves in front of other people or in stereotypically male domains, their underestimations can become even more pronounced.7

recent study conducted at Stanford that evaluated the performance levels of multi-taskers. The researchers found that people who focus on one task consistently outperform those who multi-task.

Passage Five: From Business Manager to Group Manager This is another leadership passage that at first glance doesn’t seem overly arduous. The assumption is that if you can run one business successfully, you can do the same with two or more businesses. The flaw in this reasoning begins with what is valued at each leadership level. A business manager values the success of his own business. A group manager values the success of other people’s businesses. This is a critical distinction because some people only derive satisfaction when they’re the ones receiving the lion’s share of the credit. As you might imagine, a group manager who doesn’t value the success of others will fail to inspire and support the performance of the business managers who report to him. Or his actions might be dictated by his frustration; he’s convinced he could operate the various businesses better than any of his managers and wishes he could be doing so. In either instance, the leadership pipeline becomes clogged with business managers who aren’t operating at peak capacity because they’re not being properly supported or their authority is being usurped. This level also requires a critical shift in four skill sets. First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes. This is a sophisticated business skill that involves learning to ask the right questions, analyze the right data, and apply the right corporate perspective to understand which strategy has the greatest probability of success and therefore should be funded. The second skill cluster involves development of business managers. As part of this development, group managers need to know which of the function managers are ready to become business managers. Coaching new business managers is also an important role for this level. The third skill set has to do with portfolio strategy. This is quite different from business strategy and demands a perceptual shift. This is the first time managers have to ask these questions: Do I have the right collection of businesses? What businesses should be added, subtracted, or changed to position us properly and ensure current and future earnings? Fourth, group managers must become astute about assessing whether they have the right core capabilities. This means avoiding wishful thinking and instead taking a hard, objective look at their range of resources and making a judgment based on analysis and experience. Leadership becomes more holistic at this level. People may master the required skills, but they won’t perform at full leadership capacity if they don’t begin to see themselves as broad-gauged executives. By broad-gauged, we mean that managers need to factor in the complexities of running multiple businesses, thinking in terms of community, industry, government,

When a man helps a colleague, the recipient feels indebted to him and is highly likely to return the favor. But when a woman helps out, the feeling of indebtedness is weaker. She’s communal, right? She wants to help others. Professor Flynn calls this the “gender discount” problem, and it means that women are paying a professional penalty for their presumed desire to be communal.10 On the other hand, when a man helps a coworker, it’s considered an imposition and he is compensated with more favorable performance evaluations and rewards like salary increases and bonuses. Even more frustrating, when a woman declines to help a colleague, she often receives less favorable reviews and fewer rewards. But a man who declines to help? He pays no penalty.11 Because

If a department appreciates that complexity, does well on vigilance, nimbleness, and skill, and therefore excels at spotting emerging problems early and suppressing them before they do much harm, what will success look like? How will such a department demonstrate its crime control expertise? The answer is that evaluation of performance will consist largely of problem-specific project accounts describing emerging crime patterns and what happened to each one. Each project account will describe how the department spotted the problem in the first place, how it analyzed and subsequently understood the problem, what the department and its partners did about the problem, and what happened as a result. Some in policing call that the scanning, analysis, response, and assessment (SARA) model. It is a straightforward problem-oriented account that has little to do with aggregate numbers of any particular kind.

In a section titled “Performance Factors,” Clint had been asked to indicate areas in which I’d exhibited significant strengths, as well as any areas needing development. There were only two areas in which he felt I needed development—organization (probably because he’d ridden in my car) and working more closely with third parties—but he had indicated six major strengths. The first three were creativity, achievement of objectives, and quality of work. No surprises there. The next three strengths—adaptability, communication, and autonomy—seemed a bit ironic. I scrolled down and saw my overall score: Very Good. By definition, this score meant that I had “exceeded objectives in several areas and required only occasional supervision.” I didn’t appreciate the real irony of Clint’s assessment until I looked at my stakeholder map and considered how I might have scored had Kristen conducted a similar evaluation at home. What score would I have received for adaptability? The review form defined this as “being open to change with new circumstances.” Going with the flow. We had just begun to work on my openness to change at home, and I was still learning how to adjust to this new mind-set. Meanwhile, at work, I presented myself as nothing if not adaptable. “Sure, I’ll take a new position on the marketing team.” “Of course I can stay until midnight tonight. Whatever it takes.” “Certainly, Clint, I’ll travel to customers every week. Anything else?” At home, Kristen asked me to help fold laundry and my head almost exploded. I guessed that I would receive Needs Development for that one. How about autonomy and initiative? Clint seemed to think that I was bursting with it, but Kristen would have offered a different opinion. “Initiative? Please. How is me having to remind you to turn off the television and play with the kids initiative? I’ll put you down for a Needs Development,” I imagined her saying. Achievement of objectives would have gotten me a high mark with Kristen, until I scrolled down farther and read the definition, which included the phrase “gets things done efficiently and in a timely manner.” I thought of the Christmas decorations drooping from our eaves. I thought of the countless times Kristen and I had been late for an engagement and she’d found me standing in my boxers in front of the mirror making faces.

Bruffee begins with the teacher, whose responsibility is to transfer knowledge into the minds of the students. He does this by creating an authoritative relationship with each student. That is, he calls on individuals and asks each to recite or provide an answer to a directed question. Each student is expected to perform strictly for the teacher, by recitation or by written exam. The relationship is always top-down and one-to-one. Students are discouraged from interacting with each other, whether by posing questions to one another, or assisting each other. Such behavior would breach the authority of the teacher and create an alternative pattern of authority that would be lateral and interactive. Thinking together would be considered cheating. Each student, in turn, is individually evaluated and graded.

Grading: Grading was done based on their performance with objectives. It was a simple “yes” or “no” grade that we could agree on when they came to prove their skill. Student were always allowed to re-evaluate any objective they did not pass at the time of assessment up until the chapter test. Once students earned a “yes,” they kept it, understanding that they were still responsible for that content.

works and give advice as needed, making procedure adjustments. Coaching is a form of on-the-job training. Promote meritocracy. Ensure the establishment and continuous improvement of a performance evaluation system (standardize the process). Promote an honest, constructive evaluation of your team, providing it with regular feedback (at least once a year). Dismiss when necessary. Dismiss 5 percent to 10 percent of the team members that have received