Performance Monitoring 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.

I also worry about the incessant drumbeat of self-objectification: the pressure on young women to reduce their worth to their bodies and to see those bodies as a collection of parts that exist for others' pleasure; to continuously monitor their appearance; to perform rather than to feel sensuality.

People assume that memory decline is a function of being human, and therefore natural,” he said. “But that is a logical error, because normal is not necessarily natural. The reason for the monitored decline in human memory performance is because we actually do anti-Olympic training. What we do to the brain is the equivalent of sitting someone down to train for the Olympics and making sure he drinks ten cans of beer a day, smokes fifty cigarettes, drives to work, and maybe does some exercise once a month that’s violent and damaging, and spends the rest of the time watching television. And then we wonder why that person doesn’t do well in the Olympics. That’s what we’ve been doing with memory.

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

Deliberate Practice, which he has identified as the key to exceptional achievement. When you practice deliberately, you identify the tasks or knowledge that are just out of your reach, strive to upgrade your performance, monitor your progress, and revise accordingly. Practice sessions that fall short of this standard are not only less useful— they’re counterproductive. They reinforce existing cognitive mechanisms instead of improving them.

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

This control of a machine on the basis of its actual performance rather than its expected performance is known as feedback, and involves sensory members which are actuated by motor members and perform the function of tell-tales or monitors—that is, of elements which indicate a performance. It is the function of these mechanisms to control the mechanical tendency toward disorganization; in other words, to produce a temporary and local reversal of the normal direction of entropy.

Companies should monitor key performance indicators (KPIs) because they provide critical insights into the health and success of the business. Regular KPI tracking helps companies make data-driven decisions, identify areas for improvement, and stay aligned with their strategic goals, ultimately contributing to sustained growth and profitability.

When you practice deliberately, you identify the tasks or knowledge that are just out of your reach, strive to upgrade your performance, monitor your progress, and revise accordingly.

My dad may consider putting into a tin cup in his basement a good form of practice, but unless he’s consciously challenging himself and monitoring his performance—reviewing, responding, rethinking, rejiggering—it’s never going to make him appreciably better. Regular practice simply isn’t enough. To improve, we must watch ourselves fail, and learn from our mistakes.

What's so magical about solitude? In many fields, Ericsson told me, it's only when you're alone that you can engage in Deliberate Practice, which he has identified as the key to exceptional achievement. When you practice deliberately, you identify the tasks or knowledge that are just out of your reach, strive to upgrade your performance, monitor your progress, and revise accordingly. Practice sessions that fall short of this standard are not only less useful - they're counterproductive. They reinforce existing cognitive mechanisms instead of improving them.

the key to exceptional achievement. When you practice deliberately, you identify the tasks or knowledge that are just out of your reach, strive to upgrade your performance, monitor your progress, and revise accordingly. Practice sessions that fall short of this standard are not only less useful—they’re counterproductive. They reinforce existing cognitive mechanisms instead of improving them.

On the Soyuz, there’s simply not room to fly someone whose main contribution is expertise in a single area. The Russian rocket ship only carries three people, and between them they need to cover off a huge matrix of skills. Some are obvious: piloting the rocket, spacewalking, operating the robotic elements of the ISS like Canadarm2, being able to repair things that break on Station, conducting and monitoring the numerous scientific experiments on board. But since the crew is going to be away from civilization for many months, they also need to be able to do things like perform basic surgery and dentistry, program a computer and rewire an electrical panel, take professional-quality photographs and conduct a press conference—and get along harmoniously with colleagues, 24/7, in a confined space.

We know of ESB's potential for mind control largely through the work of Jose Delgado. One signal provoked a cat to lick its fur, then continue compulsively licking the floor and bars of its cage. A signal designed to stimulate a portion of a monkey's thalamus, a major midbrain center for integrating muscle movements, triggered a complex action: The monkey walked to one side of the cage, then the other, then climbed to the rear ceiling, then back down. The animal performed this same activity as many times as it was stimulated with the signal, up to sixty times an hour, but not blindly— the creature still was able to avoid obstacles and threats from the dominant male while carrying out the electrical imperative. Another type of signal has made monkeys turn their heads, or smile, no matter what else they were doing, up to twenty thousand times in two weeks. As Delgado concluded, "The animals looked like electronic toys." 
Even instincts and emotions can be changed: In one test a mother giving continuous care to her baby suddenly pushed the infant away whenever the signal was given. Approach-avoidance conditioning can be achieved for any action simply by stimulating the pleasure and pain centers in an animal's or person's limbic system. 
Eventual monitoring of evoked potentials from the EEG, combined with radio-frequency and microwave broadcasts designed to produce specific thoughts or moods, such as compliance and complacency, promises a method of mind control that poses immense danger to all societies —tyranny without terror.

Unlike Giibwa’s parents, who did not monitor her, Grandmother had kept Kirabo close to her elbow for the past year. Whenever Kirabo left the house to go anywhere, she had to be in the company of other family members. She was at that perilous age where if a girl talked to a boy, grown-ups panicked: ‘Eh, eeeh, that girl does not fear men.’ Thus, girls performed outrage when a boy spoke to them.

transient hypofrontality removes our sense of self. With parts of the prefrontal cortex deactivated, there’s no risk assessor, future predictor, or inner critic around to monitor the situation. The normal safety measures kept in place by the conscious mind are no longer. This is another reason why flow states significantly enhance performance: when the “self” disappears, it takes many of our limits along for the ride.

In reality, it is impossible to build such an agent because it is computationally intractable to perform the requisite calculations. Any attempt to do so succumbs to a combinatorial explosion just like the one described in our discussion of GOFAI. To see why this is so, consider one tiny subset of all possible worlds: those that consist of a single computer monitor floating in an endless vacuum. The monitor has 1, 000 × 1, 000 pixels, each of which is perpetually either on or off. Even this subset of possible worlds is enormously large: the 2(1,000 × 1,000) possible monitor states outnumber all the computations expected ever to take place in the observable universe. Thus, we could not even enumerate all the possible worlds in this tiny subset of all possible worlds, let alone perform more elaborate computations on each of them individually.

Chemistry was transformed by glass perhaps more than any other discipline. You only have to go to any chemistry lab to see that the transparency and inertness of the material make it perfect for mixing chemicals and monitoring what they do. Before the glass test tube was born, chemical reactions were performed in opaque beakers, so it was hard to see what was happening. With glass, and especially with a new glass called Pyrex that was immune to thermal shock, chemistry as a systematic discipline really got going.

neuroscientists monitored guitarists playing a short melody together, they found that patterns in the guitarists’ brain activity became synchronized. Similarly, studies of choir singers have shown that singing aligns performers’ heart rates. Music seems to create a sense of unity on a physiological level. Scientists call this phenomenon synchrony and have found that it can elicit some surprising behaviors. In studies where people sang or moved in a coordinated way with others, researchers found that subjects were significantly more likely to help out a partner with their workload or sacrifice their own gain for the benefit of the group. And when participants rocked in chairs at the same tempo, they performed better on a cooperative task than those who rocked at different rhythms. Synchrony shifts our focus away from our own needs toward the needs of the group. In large social gatherings, this can give rise to a euphoric feeling of oneness—dubbed “collective effervescence” by French sociologist Émile Durkheim—which elicits a blissful, selfless absorption within a community.

What’s so magical about solitude? In many fields, Ericsson told me, it’s only when you’re alone that you can engage in Deliberate Practice, which he has identified as the key to exceptional achievement. When you practice deliberately, you identify the tasks or knowledge that are just out of your reach, strive to upgrade your performance, monitor your progress, and revise accordingly. Practice sessions that fall short of this standard are not only less useful—they’re counterproductive. They reinforce existing cognitive mechanisms instead of improving

What’s so magical about solitude? In many fields, Ericsson told me, it’s only when you’re alone that you can engage in Deliberate Practice, which he has identified as the key to exceptional achievement. When you practice deliberately, you identify the tasks or knowledge that are just out of your reach, strive to upgrade your performance, monitor your progress, and revise accordingly. Practice sessions that fall short of this standard are not only less useful—they’re counterproductive. They reinforce existing cognitive mechanisms instead of improving them.

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

What’s so magical about solitude? In many fields, Ericsson told me, it’s only when you’re alone that you can engage in Deliberate Practice, which he has identified as the key to exceptional achievement. When you practice deliberately, you identify the tasks or knowledge that are just out of your reach, strive to upgrade your performance, monitor your progress, and revise accordingly. Practice sessions that fall short of this standard are not only less useful—they’re counterproductive. They reinforce existing cognitive mechanisms instead of improving them. Deliberate Practice is best conducted alone for several reasons. It takes intense concentration, and other people can be distracting. It requires deep motivation, often self-generated. But most important, it involves working on the task that’s most challenging to you personally. Only when you’re alone, Ericsson told me, can you “go directly to the part that’s challenging to you. If you want to improve what you’re doing, you have to be the one who generates the move. Imagine a group class—you’re the one generating the move only a small percentage of the time.

Knowing one’s emotions. Self-awareness—recognizing a feeling as it happens—is the keystone of emotional intelligence. As we will see in Chapter 4, the ability to monitor feelings from moment to moment is crucial to psychological insight and self-understanding. An inability to notice our true feelings leaves us at their mercy. People with greater certainty about their feelings are better pilots of their lives, having a surer sense of how they really feel about personal decisions from whom to marry to what job to take. 2. Managing emotions. Handling feelings so they are appropriate is an ability that builds on self-awareness. Chapter 5 will examine the capacity to soothe oneself, to shake off rampant anxiety, gloom, or irritability—and the consequences of failure at this basic emotional skill. People who are poor in this ability are constantly battling feelings of distress, while those who excel in it can bounce back far more quickly from life’s setbacks and upsets. 3. Motivating oneself. As Chapter 6 will show, marshaling emotions in the service of a goal is essential for paying attention, for self-motivation and mastery, and for creativity. Emotional self-control—delaying gratification and stifling impulsiveness—underlies accomplishment of every sort. And being able to get into the “flow” state enables outstanding performance of all kinds. People who have this skill tend to be more highly productive and effective in whatever they undertake. 4. Recognizing emotions in others. Empathy, another ability that builds on emotional self-awareness, is the fundamental “people skill.” Chapter 7 will investigate the roots of empathy, the social cost of being emotionally tone-deaf, and the reason empathy kindles altruism. People who are empathic are more attuned to the subtle social signals that indicate what others need or want. This makes them better at callings such as the caring professions, teaching, sales, and management. 5. Handling relationships. The art of relationships is, in large part, skill in managing emotions in others. Chapter 8 looks at social competence and incompetence, and the specific skills involved. These are the abilities that undergird popularity, leadership, and interpersonal effectiveness. People who excel in these skills do well at anything that relies on interacting smoothly with others; they are social stars.

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.

I know of no actor who is so pure onstage that he thinks only what his character thinks. If he did, he would presumably become the character: a form of madness. This may be of course what happens to Hamlet--he puts on an antic disposition, and gets stuck with it. [...] Acting is mostly a twin-track mental activity. In one track runs the role, requiring thoughts ranging from, say, gentle amusement to towering rage. Then there is the second track, which monitors the performance: executing the right moves, body language, and voice level; taking note of audience reaction and keeping an eye on fellow actors; coping with emergencies such as a missing prop or a faulty lighting cue. These two tracks run parallel, night by night. If one should go wrong, then it is likely that the other will misbehave too. [...] But there is a third and wholly subversive track that intrudes itself at intervals, full of phantom thoughts and feelings that come and go of their own volition. This ghost train of random musings is, of course, to be discouraged, but it can never be entirely denied. As Bohr and his wife, Margrethe, say in the play: "So many things we think about at the same time. Our lives and our physics...All the things that come into our heads out of nowhere.

Some scientists used to side with my initial gut instinct—they believed it was possible for people to do several complex tasks at once. So they started to get people into labs, and they told them to do lots of things at the same time, and they monitored how well it went. What the scientists discovered is that, in fact, when people think they’re doing several things at once, they’re actually—as Earl explained—“juggling. They’re switching back and forth. They don’t notice the switching because their brain sort of papers it over, to give a seamless experience of consciousness, but what they’re actually doing is switching and reconfiguring their brain moment to moment, task to task—[and] that comes with a cost.” There are three ways, he explained, in which this constant switching degrades your ability to focus. The first is called the “switch cost effect.” There is broad scientific evidence for this. Imagine you are doing your tax return and you receive a text, and you look at it—it’s only a glance, taking five seconds—and then you go back to your tax return. In that moment, “your brain has to reconfigure, when it goes from one task to another,” he said. You have to remember what you were doing before, and you have to remember what you thought about it, “and that takes a little bit of time.” When this happens, the evidence shows that “your performance drops. You’re slower. All as a result of the switching.

I’m going to say this once here, and then—because it is obvious—I will not repeat it in the course of this book: not all boys engage in such behavior, not by a long shot, and many young men are girls’ staunchest allies. However, every girl I spoke with, every single girl—regardless of her class, ethnicity, or sexual orientation; regardless of what she wore, regardless of her appearance—had been harassed in middle school, high school, college, or, often, all three. Who, then, is truly at risk of being “distracted” at school? At best, blaming girls’ clothing for the thoughts and actions of boys is counterproductive. At worst, it’s a short step from there to “she was asking for it.” Yet, I also can’t help but feel that girls such as Camila, who favors what she called “more so-called provocative” clothing, are missing something. Taking up the right to bare arms (and legs and cleavage and midriffs) as a feminist rallying cry strikes me as suspiciously Orwellian. I recall the simple litmus test for sexism proposed by British feminist Caitlin Moran, one that Camila unconsciously referenced: Are the guys doing it, too? “If they aren’t,” Moran wrote, “chances are you’re dealing with what we strident feminists refer to as ‘some total fucking bullshit.’” So while only girls get catcalled, it’s also true that only girls’ fashions urge body consciousness at the very youngest ages. Target offers bikinis for infants. The Gap hawks “skinny jeans” for toddlers. Preschoolers worship Disney princesses, characters whose eyes are larger than their waists. No one is trying to convince eleven-year-old boys to wear itty-bitty booty shorts or bare their bellies in the middle of winter. As concerned as I am about the policing of girls’ sexuality through clothing, I also worry about the incessant drumbeat of self-objectification: the pressure on young women to reduce their worth to their bodies and to see those bodies as a collection of parts that exist for others’ pleasure; to continuously monitor their appearance; to perform rather than to feel sensuality. I recall a conversation I had with Deborah Tolman, a professor at Hunter College and perhaps the foremost expert on teenage girls’ sexual desire. In her work, she said, girls had begun responding “to questions about how their bodies feel—questions about sexuality or arousal—by describing how they think they look. I have to remind them that looking good is not a feeling.

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

Adult content monitoring was performed on 32 web hard disk service providers with a combined total market share of 80% and as a

each broadcaster will be consolidated and monitoring and review of broadcast programs will be performed more stringently to reduce

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

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.*

Where the techno-medical model of birth reigns, women who give birth vaginally generally labor in bed hooked up to electronic fetal monitors, intravenous tubes, and pressure-reading devices. Eating and drinking in labor are usually not permitted. Labor pain within this model is seen as unacceptable, so analgesia, and anesthesia are encouraged. Episiotomies (the surgical cut to enlarge the vaginal opening) are routinely performed, out of a belief that birth over an intact perineum would be impossible or that, if possible, it might be harmful to mother or baby. Instead of being the central actor of the birth drama, the woman becomes a passive, almost inert object - representing a barrier to the baby's eventual passage to the outside world. Women are treated as a homogenous group within the medical model, with individual variations receding in importance.

Are we expanding our sales force appropriately to match needed sales growth and market penetration?   2. Are our reps properly trained, and what is the lag time between training and an effective rep?   3. Is our compensation package and awards program sufficient to attract and retain high performers?   4. Is our field sales forecasting system functioning properly to anticipate negative trends?   5. Can we continue to leverage the sales expense line without damaging sales?   6. Is our expense budget tracking system effective?   7. Are we accurately monitoring sales force morale?   8. Is our pay schedule competitive?

Urinalysis is a useful tool for monitoring these changes as well as for monitoring your recovery.

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

Social networks can create competitive advantages and improve performance. An organization should consider creating some sort of partnership or sharing that is bound by financial or other interdependence and focus on improving the trust among the group members through socialization. The election or promotion into a leadership group should put a greater emphasis on culture-carrying qualities in the process.10 Leaders and board members should also monitor changes in the nature of the members of the group, cognizant that they can have an impact on the social network.

building them is as hierarchies in which those at the top issue commands to those lower down. While quick to build, they are seldom efficient to run: people only obey orders if commanders monitor what subordinates are doing. Gradually, many organizations learned that it was more effective to soften hierarchy, creating interdependent roles that had a clear sense of purpose, and giving people the autonomy and responsibility to perform them. The change from hierarchy run through power, to interdependence run through purpose, implies a corresponding change in leadership. Instead of being the commander-in-chief, the leader became the communicator-in-chief. Carrots and sticks evolved into narratives.

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.” It provides no return on investment; it is simply too expensive. This is a cruel confluence of time and space: just as we lose noncommercial spaces, we also see all of our own time and our actions as potentially commercial. Just as public space gives way to faux public retail spaces or weird corporate privatized parks, so we are sold the idea of compromised leisure, a freemium leisure that is a very far cry from “what we will.

Here Jannes meets on a regular cadence with his direct reports, where they can quickly see and understand the status of each of his strategic objectives. Four distinct zones are visualized: strategic improvement, performance monitoring, portfolio roadmap, and leadership actions, each with current

4. “Restricting the concept of Corruption to Theft and financial crimes is a significant setback to the #Anti-Corruption effort of #government. We should rather be concerned about, why people conceive and execute self-gratifying ideas to the detriment of others? What practices, acts or omissions led to such theft of public funds? Why the absence of the culture of objective, nonpartisan monitoring and supervision in Governments MDAs? Why patriotism seem to be a foolish idea among Nigerians? Why religious and ethnic sentiments now play frontal roles in public administration? Why the thought about unity, one Nigeria is still a debatable ideology? Why merit and loyalty to service are no longer popular and desirable values? Why wrong doing, violation of rules and crime in the public service still generates polarizing perceptions? Why it takes so long to call out and sanction wrong doing even when it is reported? Why people are more comfortable with the status of nonperformance and the practice of proffering excuses for nonperformance? Why budgets don't perform as they should and Governments MDAs not leaving up to their mandates? Why our elections are still like war situations? Why the dichotomy on the subject matter of restructuring...North/South etc.?

The real-time monitors stayed on the performers. The holo took a stomach-churning leap to match up, then they were restored to three-dimensionality. It was a strange relief, an escape from an uncanny valley.

Set up detailed and clear monitoring, such as performance metrics and error rates. In other engineering disciplines this is referred to as telemetry.

Driver Behavior & Safety Proper driving behavior is vital for the safety of drivers, passengers, pedestrians and is a means to achieve fewer road accidents, injuries and damage to vehicles. It plays a role in the cost of managing a fleet as it impacts fuel consumption, insurance rates, car maintenance and fines. It is also important for protecting a firm’s brand and reputation as most company- owned vehicles carry the company’s logo. Ituran’s solution for driver behavior and safety improves organizational driving culture and standards by encouraging safer and more responsible driving. The system which tracks and monitors driver behavior using an innovative multidimensional accelerometer sensor, produces (for each driver) an individual score based on their performance – sudden braking and acceleration, sharp turns, high-speed driving over speed bumps, erratic overtaking, speeding and more. The score allows fleet managers to compare driver performance, set safety benchmarks and hold each driver accountable for their action. Real-time monitoring identifies abnormal behavior mode—aggressive or dangerous—and alerts the driver using buzzer or human voice indication, and detects accidents in real time. When incidents or accidents occurs, a notification sent to a predefined recipient alerts management, and data collected both before and after accidents is automatically saved for future analysis. • Monitoring is provided through a dedicated application which is available to both fleet manager and driver (with different permission levels), allowing both to learn and improve • Improves organizational driving culture and standards and increases safety of drivers and passengers • Web-based reporting gives a birds-eye view of real-time driver data, especially in case of an accident • Detailed reports per individual driver include map references to where incidents have occurred • Comparative evaluation ranks driving according to several factors; the system automatically generates scores and a periodic assessment certificate for each driver and/or department Highlights 1. Measures and scores driver performance and allows to give personal motivational incentives 2. Improves driving culture by encouraging safer and more responsible driving throughout the organization 3. Minimizes the occurrence of accidents and protects the fleet from unnecessary wear & tear 4. Reduces expenses related to unsafe and unlawful driving: insurance, traffic tickets and fines See how it works:

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

What does this mean? It means that there is a statistical link to firm performance through the MCM component capabilities of selection, portfolio view, monitoring, and adaptive learning. That is, firms that have these processes in place have better market performance, brand equity, and customer equity relative to the market average.

Of course, the web servers are not always the cause of the problem. I have seen many cases where virtual users timed out waiting for a web server response, only to fnd that the actual problem was a long-running database query that had not yet returned a result to the application or web server tier. This demonstrates the importance of setting up KPI monitoring for all server tiers in the system under test (SUT).

Unistructural Memorize, identify, recognize, count, define, draw, find, label, match, name, quote, recall, recite, order, tell, write, imitate Multistructural Classify, describe, list, report, discuss, illustrate, select, narrate, compute, sequence, outline, separate Relational Apply, integrate, analyse, explain, predict, conclude, summarize (précis), review, argue, transfer, make a plan, characterize, compare, contrast, differentiate, organize, debate, make a case, construct, review and rewrite, examine, translate, paraphrase, solve a problem Extended abstract Theorize, hypothesize, generalize, reflect, generate, create, compose, invent, originate, prove from first principles, make an original case, solve from first principles Table 7.2  Some more ILO verbs from Bloom’s revised taxonomy Remembering Define, describe, draw, find, identify, label, list, match, name, quote, recall, recite, tell, write Understanding Classify, compare, conclude, demonstrate, discuss, exemplify, explain, identify, illustrate, interpret, paraphrase, predict, report Applying Apply, change, choose, compute, dramatize, implement, interview, prepare, produce, role play, select, show, transfer, use Analysing Analyse, characterize, classify, compare, contrast, debate, deconstruct, deduce, differentiate, discriminate, distinguish, examine, organize, outline, relate, research, separate, structure Evaluating Appraise, argue, assess, choose, conclude, critique, decide, evaluate, judge, justify, monitor, predict, prioritize, prove, rank, rate, select Creating Compose, construct, create, design, develop, generate, hypothesize, invent, make, perform, plan, produce

General Questions What are the business issues (service quality, product quality, speed, capacity, cost, morale, competitive landscape, impending regulations, etc.) we wish to address? What does the customer want? What measurable target condition(s) are we aiming for? Which process blocks add value or are necessary non-value-adding? How can we reduce delays between processes? How can we improve the quality of incoming work at each process? How can we reduce work effort and other expenses across the value stream? How can we create a more effective value stream (greater value to customers, better supplier relationships, higher sales conversion rates, better estimates-to-actuals, lower legal and compliance risk, etc.)? How will we monitor value stream performance?

Value Stream Management Do policies need to be changed to enable improved performance? Are there organization departmental reporting structures that can be changed to reduce conflicting goals or align resources? Do existing performance metrics (if any) encourage desired behaviors and discourage dysfunctional behavior? What key performance indicators (KPIs) will we use to monitor value stream performance? Who will monitor the KPIs? How frequently? Who else will results be communicated to? What visual systems can be created to aid in managing and monitoring the value stream? Are the key processes within the value stream clearly defined with their own KPIs, standardized appropriately, and measured and improved regularly?

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

Hacking Blood Sugar Several months ago, I received a text from Kevin stating “I found the grail” with a screenshot of his Dexcom continuous glucose monitor showing his levels at 79mg/dL (which is healthily low) after consuming two beers, a pork chop with honey glaze, 4 slices of corn bread with honey and butter, and a side order of potato gnocchi. What was the “grail”? 25 mg of acarbose (¼ pill) with food. He learned this trick from Peter Attia (page 59), who I introduced him to.

I asked Hogan to describe his process in performing this task. He replied: In 1998, I read Tracks in the Psychic Wilderness by Dale Graff333 [retired Defense Intelligence Agency director of the US government’s classified psi research program] in which he described how to remote view. I sat in front of a monitor with the code for a target in my mind and closed my eyes. I made my mind “an empty rice bowl.” I repeated the code to myself and waited. The impressions came and I sketched them. I nailed the target the first time. What I do hasn’t changed much [since then], but I have some nuances that are different. I go to a quiet place and sit. I close my eyes and warm down for a minute or two by relaxing. [Former army “psychic spy”] Joe McMoneagle takes 45 minutes to warm down. I’d be asleep by then. I can go only a minute or two. With my eyes closed, I blank my mind and repeat the target code or location. It could be a code like [the letters] AMEF or a location like “on the table in Wayne’s office.” I just need something to focus my attention on that thing out of the innumerable other things in the universe. I have a place I “look” in my mind, and I know my eyes actually focus on it. It isn’t like an infinity setting on a camera. I think it’s with a focus of about three feet. The next part is difficult to describe. I allow images to come. If someone says it’s an object on a table, I allow an “impression” of a table to come into that space. I’m not really remote viewing the table. It’s just a platform. Then my mind relaxes into allowing target impressions through. I may say, “Let me see the object on Wayne’s table.” As I relax into it, I get a feeling that is a little like a very small feeling of that time when you’re starting to drift into sleep. I could guess it’s going from Alpha [brainwave rhythm] into Theta, but I don’t know. I don’t hold it for long, though. I come back from it and have to go back in. I have to open my eyes and sketch what I get, but I’m not a good artist and by the time I get a part of a sketch started, I’ve lost some of the target. I write the impressions in words and sketch what I can. Then I have to close my eyes again, warm down briefly, and repeat the process. I have to stay with details and avoid naming something. I’m much better at objects than pictures. I’ve learned that everything I get is meaningful, but some can’t be associated with an object. It’s still attached to some real thing. I have had no training, and probably haven’t done more than a hundred sessions since I first learned I could do it in 1998.

On June 15, 1667, a twenty-seven-year-old physician named Jean-Baptiste Denis, using the technique developed by Richard Lower, performed the first ever human blood transfusion. Denis had received a bachelor’s degree in theology and a doctorate in mathematics before studying medicine in Montpellier, in southern France. Later, after moving to Paris, he became the court doctor to King Louis XIV. Denis also dabbled in medical research. To perform his transfusion, Denis chose a fifteen-year-old boy who suffered from severe, debilitating fever. First, Denis removed three ounces of the boy’s blood. Then, he inserted a thin tube into an artery in a lamb’s neck, slipped the other end into the boy’s vein, and replaced the three ounces of the boy’s blood with the lamb’s blood. Denis’s reasoning was largely biblical. Blood determined spirit: lambs were calm and weak; stags were courageous and strong. Lamb’s blood, therefore, should calm the boy’s fever. Oddly, it worked. At first, the boy felt an intense heat travel up his arm. Five hours later, he had a “clear and smiling countenance.” Although he suffered a mild nosebleed, for the first time in two months, he ate and drank well. Denis later hired the boy as his valet, a constant reminder of his breakthrough experiment. The world’s second blood transfusion was performed on a drunken, middle-aged butcher who had been paid for his participation. After receiving blood from a lamb, the butcher jumped off the table, butchered the lamb, threw it over his shoulder, and ran off to a local bar to get drunk, much to the dismay of Denis, who had wanted to monitor his symptoms.

Some deep purpose companies measure purpose indirectly by monitoring what we might call the forerunners of purpose: they track antecedents, actions, or conditions that induce or enable purpose. Alternatively, they measure perceptions of those antecedents. At Mahindra, for instance, leaders collect survey data from employees, asking them to respond to items such as “Sufficient efforts have been made in the organization/sector to bring about awareness and understanding regarding Rise.

Android Girl Just Wants to Have a Baby! The first thing I do when I wake up is run my hands over my body. I like to make sure all my wires are in place. I lotion my silicone shell and snap my hair helmet over my head. I once had a dream I was a real girl, but when I woke up I was still myself in my paleness under the halogen light. The saliva of androids emits a spectral resonance, barely sticky between freshly-gapped teeth. After they made me, the first thing they did was peel the cellophane from my eyes. I blinked once, twice, and cried because that's how you say you are alive before you are given language. They named each of my heartbeats on the oceanic monitor: Guanyin, Yama, Nuwa, Fuxi, Chang'e, Zao-Shen. I listened to them blur into one. The fetus carves for itself a hollowed vector, a fragile wetness. In utero, extension cords are umbilical. Before puberty, I did not know there was such a thing as dishonor. Diss-on- her. This is what they said when I began to drip petrol between my legs. A tension exists between ritual and proof, a fantasy and its execution. Since then, I have been to the emergency room twice. The first time for a suicide attempt, and the second time because my earring was swallowed up by my newly pierced earlobe overnight, and when I woke up, it was tangled in a helix of wires. The idea of dying doesn't scare me but the ocean does. I was once told that fish will swim up my orifices if I am no longer a virgin. Is anyone thinking about erotic magazines when they are not aroused, pubes parted harshly down the center like red seas? My body carries the weight of four hundred eggs. I rise from a weird slumber, let them drip into the bath. This is what I'll leave behind - tiny shards purer than me. I have always been afraid of pregnant women because of their power, and because I don't yet understand what it means to carry something stubborn and blossoming inside of me, screeching towards an exit. The ectoplasm is the telos for the wound. A trance state is induced when salt is poured on it, pixel by pixel. I wish they had made me into an octopus instead, because octopuses die after their eggs hatch and crawl out into the sea, and I want to know what it's like to set something free into the dark unknown and trust it to choose mercy. If you can generate aura in a non-place, then there is no such thing as an authentic origin. In Chinese, the word for mercy translates to my heart hurts for you. They say my heart continues beating even after it is dislocated from my body. The sound of its beating comes from the valves opening and closing like a portal - Guanyin, Yama, Nuwa, Fuxi, Chang'e, Zao-Shen. I first learned about love by watching a sex tape where a girl looks up from performing fellatio and says, show them the sunset. Her boyfriend pans the camera to the sky, which is tinged violet like a bruise. In this moment, the sky displaces her, all digital and hyped, and saturates the scene until it collapses on me too, its transient witness. I move in the space between belly ring and catharsis. That night I have a dream where I am a camgirl, but all I do on screen is wash my laundry. Everybody loves me because I am a real girl doing real girl things. What lives on the border between meditation and oblivion, static and flux, a pomegranate seed and an embryo? I set up my webcam in the corner of the room and play ambient music while I scrub my underwear, letting soap bubbles rise up from the sink, laughing when they overflow on the linoleum floor - my frizzy hair, my pockmarked skin, my face slick with sweat. A body with exit wounds. I ride the bright rails of an animal forgetting. And when I wake up, the sky is a mess of blue.

Seek clarity on who you want to be, how you want to interact with others, what you want, and what will bring you the greatest meaning. As every project or major initiative begins, you ask questions such as “What kind of person do I want to be while I’m doing this?” “How should I treat others?” “What are my intentions and objectives?” “What can I focus on that will bring me a sense of connection and fulfillment?” High performers ask these types of questions not only at the beginning of an endeavor but consistently throughout. They don’t just “get clarity” once and develop a mission statement that lasts the test of time; they consistently seek clarity again and again as times change and as they take on new projects or enter new social situations. This kind of routine self-monitoring is one of the hallmarks of their success. Generate energy so that you can maintain focus, effort, and wellbeing. To stay on your A game, you’ll need to actively care for your mental stamina, physical energy, and positive emotions in very specific ways. Raise the necessity for exceptional performance. This means actively tapping into the reasons you absolutely must perform well. This necessity is based on a mix of your internal standards (e.g., your identity, beliefs, values, or expectations for excellence) and external demands (e.g., social obligations, competition, public commitments, deadlines). It’s about always knowing your why and stoking that fire all the time so you feel the needed drive or pressure to get at it. Increase productivity in your primary field of interest. Specifically, focus on prolific quality output (PQO) in the area in which you want to be known and to drive impact. You’ll also have to minimize distractions (including opportunities) that steal your attention from creating PQO. Develop influence with those around you. It will make you better at getting people to believe in and support your efforts and ambitions. Unless you consciously develop a positive support network, major achievements over the long haul are all but impossible. Demonstrate courage by expressing your ideas, taking bold action, and standing up for yourself and others, even in the face of fear, uncertainty, threat, or changing conditions. Courage is not an occasional act, but a trait of choice and will.

Instead, statesmanlike, he applied himself to general policy and monitored the performance of lieutenants, who sent him copious reports about their activities

Our new care pathways were effective because they were led by physicians, enabled by real-time data-based feedback, and primarily focused on improving the quality of patient care,” which “fundamentally motivated our physicians to change their behavior.” Crucial too was the fact that “the men and women who actually work in the service lines themselves chose which care processes to change. Involving them directly in decision making secured their buy-in and made success more likely.” What we can learn from the Geisinger example is the importance of having providers develop and monitor performance measures. The fact that the measures were in keeping with their own professional sense of mission was crucial.

What are the internal capabilities related to data and AI? •​What were the KPIs and goals for the last twelve months? •​What are the current processes for solving the problem? •​How is performance being monitored and reported? •​How can we benchmark goals moving forward? •​What are industry benchmarks and best practices? •​What opportunities exist to create a competitive advantage? •​What technologies are being used? •​Review current tools and processes to address the business challenge •​Document the existing technology stack, including costs, capabilities, and utilization

Once you've successfully realized the iterated future state, you must have two things firmly in place to sustain it: (1) someone formally designated to monitor value stream performance to assess how it's performing, facilitate problem solving when issues arise, and lead ongoing improvement to raise the performance bar, and (2) key performance indicators to tell whether performance is on track or not (value stream management)

Sadler (1989) described a theory of formative assessment that is dependent on students’ understanding of what they are supposed to be learning and on their capacity to monitor the quality of their own work. He wrote (Sadler, 1989) that “the learner has to (a) possess a concept of the standard (or goal, or reference level) being aimed for, (b) compare the actual (or current) level of performance with the standard, and (c) engage in appropriate action which leads to some closure of the gap” (p. 121).

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

In contemporary American self-help literature, the magic word is healing. The term refers to self-optimization that is supposed to therapeutically eliminate any and all functional weakness or mental obstacle in the name of efficiency and performance. Yet perpetual self-optimization, which coincides point-for-point with the optimization of the system, is proving destructive. It is leading to mental collapse. Self-optimization, it turns out, amounts to total self-exploitation. The neoliberal ideology of self-optimization displays religious - indeed, fanatical - traits. It entails a new form of subjectivation. Endlessly working at self-improvement resembles the self-examination and self-monitoring of Protestantism, which represents a technology of subjectivation and domination in its own right. Now, instead of searching out sins, one hunts down negative thoughts. The ego grapples with itself as an enemy. Today, even fundamentalist preachers act like managers and motivational trainers, proclaiming the new Gospel of limitless achievement and optimization.

ART-drone said, Your performance reliability level had a .05 percent spike. ART has been monitoring me due to redacted. Which is a whole thing, I don’t know, I don’t want to talk about it.

chapters—increasing diet quality, managing appetite, balancing the energy sources, monitoring performance, and timing nutrient intake—

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

Brain experts have recently found a way to capture 3-D images of a vision, like a hologram. The procedure, called PET (positron-emission tomography), is performed by injecting glucose into the bloodstream whose carbon molecules have been tagged with radioisotopes. Glucose is the only food in the brain that it uses much more quickly than ordinary tissues. Consequently, when the injected glucose reaches the brain, its carbon marker molecules can be picked out as the brain uses them, and thus pictured on a monitor in three dimensions, much the same way a CAT scan is made. Watching these marker molecules change as the brain thinks, scientists saw that each distinct experience in the mind universe — such as a sense of discomfort or a clear memory — triggers a new chemical pattern in the brain, not just at one location, but at many locations. For every thought, the image looks different, and if one could extend the portrait to be full-length, there's no doubt that the entire body changes at the same time, thanks to the cascades of neurotransmitters and related messenger molecules.

DDoS Protection DOSarrest's DDoS protection service has evolved over the last 12+ years to handle the largest and especially the most sophisticated attacks, we have a fair bit of experience after all. DOSarrest's DDoS protection service is a fully managed security service. DDoS Protection - Our global network capacity is at 3Tbps and ever increasing - Most Secure WAF available, based on a positive security model - Complete comprehensive cloud based website security service - Fully managed service - Includes global performance monitoring, CDN and load-balancing - All of our infrastructure is owned and operated by us - Stop any and all attacks, Period ! - PCI level 1 certified - 12 years of experience in DDoS protection - 99.99% Uptime guarantee - Unparalleled 24/7 support - Globally distributed nodes

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

If it becomes clear that you are not going to get your subordinate past the blame-others stage, you will have to assume the formal role of the supervisor, endowed with position power, and say, “This is what I, as your boss, am instructing you to do. I understand that you do not see it my way. You may be right or I may be right. But I am not only empowered, I am required by the organization for which we both work to give you instructions, and this is what I want you to do…” And proceed to secure your subordinate’s commitment to the course of action you want and thereafter monitor his performance against that commitment.

The power of the method and what makes it so unique is that you take over the responsibility for your own success by picking a goal to be successful in your life and following a step-by-step process to attain that goal, and by learning to work with a coach to help you monitor your daily performance.

Humans have significant cognitive limitations. It has been shown that imposing cognitive load can help uncover liars. A liar must create a story and monitor the fabrication to ensure it sounds believable while attempting to maintain a believable appearance. While telling a lie, the liar must monitor the interviewer’s reaction to assess how he or she is doing; the liar is also taxed mentally because a lie requires continuous effort whereas telling the truth is automatic. So as thoughtful questions are brought to the table, forcing the liar to spend more mental energy creating a lie and keeping the lies straight, the liar becomes vulnerable to leaking emotions and other indicators that can alert us to deception.40 Additionally, humans cannot divide their attention well. The more tasks a person divides his attention between, the poorer he will perform any of those tasks. Another example is short-term memory. Humans can only remember, on average, between five to nine items using their short-term memory. All of this is important

In the absence of continual external reinforcement, we must be our own monitor, and quality of presence is often the best gauge. We cannot expect to touch excellence if “going through the motions” is the norm of our lives. On the other hand, if deep, fluid presence becomes second nature, then life, art, and learning take on a richness that will continually surprise and delight. Those who excel are those who maximize each moment’s creative potential—for these masters of living, presence to the day-to-day learning process is akin to that purity of focus others dream of achieving in rare climactic moments when everything is on the line. The secret is that everything is always on the line. The more present we are at practice, the more present we will be in competition, in the boardroom, at the exam, the operating table, the big stage. If we have any hope of attaining excellence, let alone of showing what we’ve got under pressure, we have to be prepared by a lifestyle of reinforcement. Presence must be like breathing.

Site Speed I’ll be brutal here. There’s absolutely no excuse why your web pages should be loading in more than 5 seconds. Google users will simply vote with their ‘back’ button. They have no loyalty to your site over the nine other organic options on the first page and they couldn’t give a rat’s ass about your entrepreneurial aspirations. If a web page is slow, they’ll bounce off that website quicker than said rat up a drainpipe. And you remember what we said about RankBrain monitoring your site’s bounce rate? And the ramifications of it being poor? “No Bueno” my friend. As you may be able to tell, I get very worked up about site speed. I think making your website lightning fast is one of the most undervalued marketing tactics you can perform on the Internet; not just for your SEO, but for increasing website conversions. People don’t realise how strict the correlation between site load speed times and customer sales really is. it’s often the case that website owners don’t realise they behave online in exactly the same way their potential customers will. Do you yourself wait for a website to load for ages, or do you just skip to the next option? Precisely.

Regardless of the medium, performance artists explicitly explore and enact their holistic autonomies and interiorities (gendered, spiritual, emotional, and political), not simply their bodily corporeality. If this process takes place within a recorded electronic or digital environment, it is the medium that is virtual, unreal or disembodied, not the human performer within it. In the performance arts, whether in a theater, on a street corner, or on a computer monitor, the medium is not the message (and never has been); the performer is. [. . .] The dislocation and fragmentation of the body in digital performance is an aesthetic praxis which deconstructive critics have hungrily grasped and mythologized, holding up the virtual body as the central icon (immaterial, disembodied), whereas in actuality, it operates as an index, as another trace and representation of the always already physical body.

Brenton Struck is a talented Network Administrator with over 5 years of experience managing complex networks for large organizations. He grew up in Tacoma, Washington, and earned his Bachelor's degree in Information Technology from the University of Washington Tacoma. Brenton's expertise includes managing firewalls, routers, switches, and other network devices, as well as monitoring network performance and security. He is proficient in using network software, including Cisco IOS, Juniper, Palo Alto, and Fortinet. Brenton has also worked for Microsoft in Seattle, where he gained valuable industry experience and honed his skills in network administration.

Admittedly, sometimes on the road of life we’re preoccupied with getting to the next destination. We watch for speed traps, get miffed at other drivers, and monitor the vehicle’s performance. Sometimes we get distracted by a billboard, slow down to see the wreckage of someone else’s accident, or take our eyes off the road to watch an eagle swoop over a canyon lake.

Admittedly, sometimes on the road of life we’re preoccupied with getting to the next destination. We watch for speed traps, get miffed at other drivers, and monitor the vehicle’s performance. Sometimes we get distracted by a billboard, slow down to see the wreckage of someone else’s accident, or take our eyes off the road to watch an eagle swoop over a canyon lake. But our deepest need on

Keep your desktop fully maintained and check performance of your system by taking Desktop Monitoring Services from Global Point LLC. Their services are designed to tell you how well your company's computer are functioning and responding to issues.

for Level 1 the car had some advanced driver-assistance technology, such as automatic emergency braking, but the driver still controlled the vehicle at all times. Level 5 was the highest, at which a car would have no controls for human drivers whatsoever. At that point, you could read a book, take a nap, or watch a movie while the car drove itself. Google has tested fully autonomous vehicles to a Level 5 designation, meaning the cars could perform all “safety-critical driving functions and monitor roadway conditions for an entire trip,” but they haven’t yet left the test circuit. The development of autonomous vehicles goes hand in hand with the development of electric vehicles, because self-driving cars are best controlled by drive-by-wire systems, in which electrical signals and digital controls, rather than mechanical functions, operate a car’s core systems, such as steering, acceleration, and braking.

What happens in the brain, he asked, if the person carrying out an automatic task suddenly makes a special effort to pay attention to that task? The PET scan kicked out the answer. When the young man again focused on the now-automatic keypad movements, his prefrontal cortex and anterior cingulate jerked awake, becoming metabolically active once again. This is a finding of tremendous importance, for it shows that mindful awareness has an activating effect on the brain, lighting it up. The take-home message of Passingham’s studies is that willfully engaging in mindful awareness while performing an automatic task activates the action-monitoring circuitry of the prefrontal cortex. It is this activation that can transform us from automatons to members in good standing of the species Homo sapiens (from Latin sapere, “to be wise”). Given the strong evidence for the involvement of the prefrontal cortex in the willful selection of self-initiated responses, the importance of knowing we can modulate the brain activity in that very area with a healthy dose of mindfulness can’t be overstated.

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

The significance of language or the issue of gendered language prompted Cambridge University Press to monitor the reporting narrative of sports coverage during Rio 2016.25 The research, led by Sarah Grieves, revealed that not only were female athletes much more likely to be discussed either in the context of their appearance or relationship status (married, mother, engaged), when it came to the discussion of their performance women were subject to much more neutral language (compete, participate), whereas men’s performance was characterised in much more heroic terms (dominate, battle, mastermind).26

Approximately 40 percent of CEOs are MBAs.2 Many large-scale studies have found that leadership based solely on MBA-trained logic is not enough for delivering long-term sustainable financial and cultural results, and that it often is detrimental to an organization’s productivity. In one study, researchers compared the organizational performance of 440 CEOs who had been celebrated on the covers of magazines like BusinessWeek, Fortune, and Forbes. The researchers split the CEOs into two groups—those with an MBA and those without an MBA—and then monitored their performance for seven years. Surprisingly, the performance of those with an MBA was significantly worse.3 Another study published in the Journal of Business Ethics looked at the results of more than five thousand CEOs and came to a similar conclusion.4

In the study, 12 people were asked to think “appreciation” and another 12 were asked to think “anger.” Meanwhile, scientists monitored their hearts. After performing computer analysis on the heartbeats, the scientists discovered that the hearts of the people thinking “appreciation” had been beating more smoothly and regularly — called “internal coherence” — than the hearts of the people who were thinking “anger.” And this type of coherence has a residual effect on the rest of the body.

How likely is it that you’ll be present when I give birth? • If not, who will be there instead? • Can I meet all of your partners? • What is your policy on ultrasound? • What forms of pain relief do you recommend? • How many women in your practice give birth without pharmacological pain relief? • What do you think about doulas? • How often am I likely to see you while I’m in labor? • What prenatal tests do you do routinely? • What labor procedures do you do routinely? • What methods do you suggest to alleviate labor pain? • Can my baby’s heart rate be intermittently monitored by the nurses? • Do you perform episiotomies routinely? How often do women in your care give birth without episiotomy?

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

Learning translates into performance only if you monitor it outside the classroom.

Control system overlays must be faster and more reliable than the underlying systems being controlled. The Nyquist-Shannon Sampling Theorem, first introduced in 1928, explains why. A receiver (sensor) must sample at least twice the rate of the sender (the thing being monitored and controlled) to accurately measure and control a system. This theorem forms the basis of all things digital, including telecommunications, medical imaging systems, astronomy, and more. In reality, to control a complex engineered or biological system, the receiver and controller must be much faster to maintain resilience and agility. This has stark implications for top-down management. For instance, if reports are generated and reviewed once a week, they can be used to control (manage) only situations that change no faster or more frequently than every two weeks. Anything faster moving may not be detected or is not controllable. This explains why exemplary organizations are typically characterized by overlays of people in supportive roles that are uncharacteristic of their lower-performing peers. That is not “overhead” but absolutely necessary bandwidth for sustaining high performance of fast-moving, complex, dynamic systems.

Visulon Inc.'s merchandising planning software offers a comprehensive suite of features, enabling retailers to effectively manage their inventory, allocate shelf space, and monitor sales performance. By leveraging powerful analytics and intuitive design tools, retailers can make data-driven decisions and customize their displays to drive sales and enhance the overall shopping experience.

Unlocking the Benefits of Continuous Glucose Monitors: A Comprehensive Guide Continuous Glucose Monitors (CGMs) have revolutionized diabetes management, offering real-time insights into blood sugar levels like never before. As the prevalence of diabetes continues to rise globally, understanding the significance of CGMs becomes paramount. Let's delve into the world of CGMs, exploring their benefits, functionality, and impact on diabetes care. What are Continuous Glucose Monitors? Continuous Glucose Monitors are wearable devices that continuously track glucose levels throughout the day and night. Unlike traditional glucose meters, CGMs provide real-time data, offering a comprehensive view of glucose fluctuations and trends. Benefits of Continuous Glucose Monitors Continuous Monitoring CGMs provide a continuous stream of glucose data, empowering individuals to make informed decisions about their diet, exercise, and medication. Early Detection CGMs can detect both hypo- and hyperglycemic episodes before they become severe, enabling prompt intervention. Improved Diabetes Management By providing insights into how different factors affect blood sugar levels, CGMs facilitate personalized diabetes management strategies. Enhanced Quality of Life CGMs reduce the need for frequent fingerstick testing, minimizing discomfort and improving overall quality of life for individuals with diabetes. Remote Monitoring CGMs can be integrated with smartphone apps, allowing caregivers and healthcare providers to remotely monitor glucose levels and provide timely assistance. How do Continuous Glucose Monitors Work? CGMs consist of three main components: a sensor, transmitter, and receiver/display device. Measurement of glucose levels in the interstitial fluid is performed by the sensor, which is commonly inserted beneath the skin. The transmitter sends this data to the receiver/display device, where users can view real-time glucose readings and trends. Conclusion Continuous Glucose Monitors represent a significant advancement in diabetes management, offering unparalleled insights and convenience. With their ability to provide continuous glucose monitoring, early detection of fluctuations, and personalized insights, CGMs are transforming the lives of individuals with diabetes worldwide. Embracing this technology can lead to better diabetes management, improved quality of life, and reduced risk of diabetes-related complications.

•Linearization sequences tasks associated with completing a larger set of work so that they flow successively, like a baton being passed from one person to the next. What follows is standardization for those sequences, for exchanges at partition boundaries, and for how individual tasks are performed. This creates opportunities to introduce stabilization, so that when a problem occurs, it triggers a reaction that contains the problem and prevents it from enduring and from its effects from spreading. This allows for self-synchronization, so the system is self-pacing without top-down monitoring and direction.