Policies And Procedures Quotes

Having a good company culture is even more important than policies and procedures.

In regard to propaganda the early advocates of universal literacy and a free press envisaged only two possibilities: the propaganda might be true, or the propaganda might be false. They did not foresee what in fact has happened, above all in our Western capitalist democracies - the development of a vast mass communications industry, concerned in the main neither with the true nor the false, but with the unreal, the more or less totally irrelevant. In a word, they failed to take into account man's almost infinite appetite for distractions. In the past most people never got a chance of fully satisfying this appetite. They might long for distractions, but the distractions were not provided. Christmas came but once a year, feasts were "solemn and rare," there were few readers and very little to read, and the nearest approach to a neighborhood movie theater was the parish church, where the performances though frequent, were somewhat monotonous. For conditions even remotely comparable to those now prevailing we must return to imperial Rome, where the populace was kept in good humor by frequent, gratuitous doses of many kinds of entertainment - from poetical dramas to gladiatorial fights, from recitations of Virgil to all-out boxing, from concerts to military reviews and public executions. But even in Rome there was nothing like the non-stop distractions now provided by newspapers and magazines, by radio, television and the cinema. In "Brave New World" non-stop distractions of the most fascinating nature are deliberately used as instruments of policy, for the purpose of preventing people from paying too much attention to the realities of the social and political situation. The other world of religion is different from the other world of entertainment; but they resemble one another in being most decidedly "not of this world." Both are distractions and, if lived in too continuously, both can become, in Marx's phrase "the opium of the people" and so a threat to freedom. Only the vigilant can maintain their liberties, and only those who are constantly and intelligently on the spot can hope to govern themselves effectively by democratic procedures. A society, most of whose members spend a great part of their time, not on the spot, not here and now and in their calculable future, but somewhere else, in the irrelevant other worlds of sport and soap opera, of mythology and metaphysical fantasy, will find it hard to resist the encroachments of those would manipulate and control it.

Plato argued that good people do not need laws to tell them to act responsibly, while bad people will always find a way around law. By pretending that procedure will get rid of corruption, we have succeeded only in humiliating honest people and provided a cover of darkness and complexity for the bad people. There is a scandal here, but it's not the result of venal bureaucrats. (1994) p. 99

Corporate policies and procedures are designed with one aim: to harness a man to the plow and make him produce. But the soul refuses to be harnessed; it knows nothing of Day Timers and deadlines and P&L statements. The soul longs for passion, for freedom, for life.

Corporate policies and procedures are designed with one aim: to harness a man to the plow and make him produce.

In 2020, first responders were cheered, revered, heckled and jeered. The intensity of the year has brought about change and review of the policies and procedures surrounding first responders.

Joseph Pine wrote that today's economy is an "experience economy", meaning that customers want more than a good product or service; they want to enjoy the experience of using a product or service, which begins with their first interaction with a company. So if, in spite of all your customer-service training and "customer-facing" procedures, policies, and scripts, customers aren't feeling the love, you're in trouble. Love? Yes.

Having a good company culture is even more important than policies and procedures. When there's good company culture, employees will make good choices even in the absence of policies and procedures. But if there's a toxic company culture, employees will tend to make bad choices even policies and procedures are well established.

Having a good company culture is even more important than policies and procedures. When there's a good company culture, employees will make good choices even in the absence of policies and procedures. But if there's a toxic company culture, employees will tend to make bad choices even if policies and procedures are well established.

The Netflix culture wasn’t built by developing an elaborate new system for managing people; we did the opposite. We kept stripping away policies and procedures.

Consider the following sequence of cases, which we shall call the Tale of the Slave, and imagine it is about you. 1. There is a slave completely at the mercy of his brutal master’s whims. He is often cruelly beaten, called out in the middle of the night, and so on. 2. The master is kindlier and beats the slave only for stated infractions of his rules (not fulling the work quota, and so on). He gives the slave some free time. 3. The master has a group of slave, and he decides how things are to be allocated among them on nice grounds, taking into account their needs, merit, and so on. 4. The master allows the slave four days on their own and requires them to work only three days a week on his land. The rest of the time is their own. 5. The master allows his slaves to go off and work in the city (or anywhere they wish) for wages. He also retains the power to recall them to the plantation if some emergency threatens his land; and to raise or lower the three-sevenths amount required to be turned over to him. He further retains the right to restrict the slaves from participating in certain dangerous activities that threaten his financial return, for example, mountain climbing, cigarette smoking. 6. The master allows all of his 10,000 slaves, except you, to vote, and the joint decision is made by all of them. There is open discussion, and so forth, among them, and they have the power to determine to what use to put whatever percentage of your (and their) earnings they decide to take; what activities legitimately may be forbidden to you, and so on. 7. Though still not having the vote, you are at liberty (and are given the right) to enter into discussion of the 10,000, to try to persuade them to adopt various policies and to treat you and themselves in a certain way. They then go off to vote to decide upon policies covering the vast range of their powers. 8. In appreciation of your useful contributions to discussion, the 10,000 allow you to vote if they are deadlocked; they commit themselve3s to this procedure. After the discussion you mark your vote on a slip of paper, and they go off and vote. In the eventuality that they divide evenly on some issue, 5,000 for and 5,000 against, they look at your ballot and count it in. This has never yet happened; they have never yet had occasion to open your ballot. (A single master may also might commit himself to letting his slave decide any issue concerning him about which he, the master, was absolutely indifferent.) 9. They throw your vote in with theirs. If they are exactly tied your vote carries the issue. Otherwise it makes no difference to the electoral outcome. The question is: which transition from case 1 to case 9 made it no longer the tale of the slave?

The methods that will most effectively minimize the ability of intruders to compromise information security are comprehensive user training and education. Enacting policies and procedures simply won't suffice. Even with oversight the policies and procedures may not be effective: my access to Motorola, Nokia, ATT, Sun depended upon the willingness of people to bypass policies and procedures that were in place for years before I compromised them successfully

QUESTIONS TO CONSIDER • As you survey your company-wide policies and procedures, ask: What is the purpose of this policy or procedure? Does it achieve that result? • Are there any approval mechanisms you can eliminate? • What percentage of its time does management spend on problem solving and team building? • Have you done a cost-benefit analysis of the incentives and perks you offer employees? • Could you replace approvals and permissions with analysis of spending patterns and a focus on accuracy and predictability? • Is your decision-making system clear and communicated widely?

What will be the immediate result should our party change its general procedure to suit a viewpoint that wants to emphasise the practical results of our struggle, that is social reforms? As soon as “immediate results” become the principal aim of our activity, the clear-cut, irreconcilable point of view, which has meaning only in so far as it proposes to win power, will be found more and more inconvenient. The direct consequence of this will be the adoption by the party of a “policy of compensation,” a policy of political trading, and an attitude of diffident, diplomatic conciliation. But this attitude cannot be continued for a long time. Since the social reforms can only offer an empty promise, the logical consequence of such a program must necessarily be disillusionment.

He was responsible for administering an army that lacked time-tested procedures and routinized policies, so every decision became an improvisational act.

Applying the right procedures and policies to asset management allows IT to create a realistic budget with few surprises, and keep best practices to adapt to “continuous changes.

A rigid structure does not give room for adaptability and change. A rigid structure turns people into slaves of rules, procedures, policies, and practices.

I had lunch with the staff of one of my old companies once. They were all people with whom I had worked except one particular girl who was new to the department. She said that she felt she had known me for a long time although we had never met. She said that they were still following the policies and procedures I had written way back then. Your writing, it appears, will survive long after you’re gone.” –Ken Puddicombe.

Since each person's talents are enduring, you should spend a great deal of time and money selecting people properly in the first place. This will help mitigate the 'I don't think I have the right talent for the role' problem. Since each person's talents are unique, you should focus performance by legislating outcomes rather than forcing each person into a stylistic mold. This means a strong emphasis on careful measurement of the right outcomes, and less on policies, procedures, and competencies. This will address the 'in my role I don't have any room to express my talents' problem.

Unnoticed by most political scientists, a form of undemocratic liberalism has taken root in North America and Western Europe. In this form of government, procedural niceties are carefully followed (most of the time) and individual rights are respected (much of the time). But voters have long since concluded that they have little influence on public policy.

A racist policy is any measure that produces or sustains racial inequity between racial groups. An antiracist policy is any measure that produces or sustains racial equity between racial groups. By policy, I mean written and unwritten laws, rules, procedures, processes, regulations, and guidelines that govern people. There is no such thing as a nonracist or race-neutral policy. Every policy in every institution in every community in every nation is producing or sustaining either racial inequity or equity between racial groups.

Larkin Schoendienst had told Betsy that in DC there were two ways to murder policy without appearing to have committed a crime. One was cobwebbing, in which a person with an idea--usually a young and bright person with a good, new idea--would fall victim to the surrounding bureaucrats, who would exclaim, 'Why, that's a good idea!' and throw out a web of reporting requirements, consulting requirements, or new budgeting procedures. Soon the person and his idea would be totally immobilized by a shimmering silken cocoon, to be put away and devoured another day. The second method was the interagency task force.

How are we going to bring about these transformations? Politics as usual—debate and argument, even voting—are no longer sufficient. Our system of representative democracy, created by a great revolution, must now itself become the target of revolutionary change. For too many years counting, vast numbers of people stopped going to the polls, either because they did not care what happened to the country or the world or because they did not believe that voting would make a difference on the profound and interconnected issues that really matter. Now, with a surge of new political interest having give rise to the Obama presidency, we need to inject new meaning into the concept of the “will of the people.” The will of too many Americans has been to pursue private happiness and take as little responsibility as possible for governing our country. As a result, we have left the job of governing to our elected representatives, even though we know that they serve corporate interests and therefore make decisions that threaten our biosphere and widen the gulf between the rich and poor both in our country and throughout the world. In other words, even though it is readily apparent that our lifestyle choices and the decisions of our representatives are increasing social injustice and endangering our planet, too many of us have wanted to continue going our merry and not-so-merry ways, periodically voting politicians in and out of office but leaving the responsibility for policy decisions to them. Our will has been to act like consumers, not like responsible citizens. Historians may one day look back at the 2000 election, marked by the Supreme Court’s decision to award the presidency to George W. Bush, as a decisive turning point in the death of representative democracy in the United States. National Public Radio analyst Daniel Schorr called it “a junta.” Jack Lessenberry, columnist for the MetroTimes in Detroit, called it “a right-wing judicial coup.” Although more restrained, the language of dissenting justices Breyer, Ginsberg, Souter, and Stevens was equally clear. They said that there was no legal or moral justification for deciding the presidency in this way.3 That’s why Al Gore didn’t speak for me in his concession speech. You don’t just “strongly disagree” with a right-wing coup or a junta. You expose it as illegal, immoral, and illegitimate, and you start building a movement to challenge and change the system that created it. The crisis brought on by the fraud of 2000 and aggravated by the Bush administration’s constant and callous disregard for the Constitution exposed so many defects that we now have an unprecedented opportunity not only to improve voting procedures but to turn U.S. democracy into “government of the people, by the people, and for the people” instead of government of, by, and for corporate power.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

The information in this topic of decision making and how to create and nurture it, is beneficial to every cop in their quest to mastering tactics and tactical decision making and are a must read for every cop wanting to be more effective and safe on the street. My purpose is to get cops thinking about this critical question: In mastering tactics shouldn’t we be blending policy and procedure with people and ideas? It should be understandable that teaching people, procedures helps them perform tasks more skillfully doesn’t always apply. Procedures are most useful in well-ordered situations when they can substitute for skill, not augment it. In complex situations, in the shadows of the unknown, uncertain and unpredictable and complex world of law enforcement conflict, procedures are less likely to substitute for expertise and may even stifle its development. Here is a different way of putting it as Klein explains: In complex situations, people will need judgment skills to follow procedures effectively and to go beyond them when necessary.3 For stable and well-structured tasks i.e. evidence collection and handling, follow-up investigations, booking procedures and report writing, we should be able to construct comprehensive procedure guides. Even for complex tasks we might try to identify the procedures because that is one road to progress. But we also have to discover the kinds of expertise that comes into play for difficult jobs such as, robbery response, active shooter and armed gunman situations, hostage and barricade situations, domestic disputes, drug and alcohol related calls and pretty much any other call that deals with emotionally charged people in conflict. Klein states, “to be successful we need both analysis (policy and procedure) and intuition (people and ideas).”4 Either one alone can get us into trouble. Experts certainly aren’t perfect, but analysis can fail. Intuition isn’t magic either. Klein defines intuition as, “ways we use our experience without consciously thinking things out”. Intuition includes tacit knowledge that we can’t describe. It includes our ability to recognize patterns stored in memory. We have been building these patterns up all our lives from birth to present, and we can rapidly match a situation to a pattern or notice that something is off, that some sort of anomaly is warning us to be careful.5

In the contemporary world there are two classes of bad plans-the plans invented and put into practice by men who do not accept our ideal postulates, and the plans invented and put into practice by the men who accept them, but imagine that the ends proposed by the prophets can be achieved by wicked or unsuitable means. Hell is paved with good intentions, and it is probable that plans made by well-meaning people of the second class may have results no less disastrous than plans made by evil-intentioned people of the first class. Which only shows, yet once more, how right the Buddha was in classing unawareness and stupidity among the deadly sins. Let us consider a few examples of bad plans belonging to these two classes. In the first class we must place all Fascist and all specifically militaristic plans. Fascism, in the words of Mussolini, believes that "war alone brings up to its highest tension all human energy and puts the stamp of nobility upon the peoples who have the courage to meet it." Again, "a doctrine which is founded upon the harmful postulate of peace is hostile to Fascism." The Fascist, then, is one who believes that the bombardment of open towns with fire, poison and explosives (in other words, modern war) is intrinsically good. He is one who rejects the teaching of the prophets and believes that the best society is a national society living in a state of chronic hostility towards other national societies and preoccupied with ideas of rapine and slaughter. He is one who despises the non-attached individual and holds up for admiration the person who, in obedience to the boss who happens at the moment to have grabbed political power, systematically cultivates all the passions (pride, anger, envy, hatred) which the philosophers and the founders of religions have unanimously condemned as the most maleficent, the least worthy of human beings. All fascist planning has one ultimate aim: to make the national society more efficient as a war machine. Industry, commerce and finance are controlled for this purpose. The manufacture of substitutes is encouraged in order that the country may be self-sufficient in time of war. Tariffs and quotas are imposed, export bounties distributed, exchanges depreciated for the sake of gaining a momentary advantage or inflicting loss upon some rival. Foreign policy is conducted on avowedly Machiavellian principles; solemn engagements are entered into with the knowledge that they will be broken the moment it seems advantageous to do so; international law is invoked when it happens to be convenient, repudiated when it imposes the least restraint on the nation's imperialistic designs. Meanwhile the dictator's subjects are systematically educated to be good citizens of the Fascist state. Children are subjected to authoritarian discipline that they may grow up to be simultaneously obedient to superiors and brutal to those below them. On leaving the kindergarten, they begin that military training which culminates in the years of conscription and continues until the individual is too decrepit to be an efficient soldier. In school they are taught extravagant lies about the achievements of their ancestors, while the truth about other peoples is either distorted or completely suppressed. the press is controlled, so that adults may learn only what it suits the dictator that they should learn. Any one expressing un-orthodox opinions is ruthlessly persecuted. Elaborate systems of police espionage are organized to investigate the private life and opinions of even the humblest individual. Delation is encouraged, tale-telling rewarded. Terrorism is legalized. Justice is administered in secret; the procedure is unfair, the penalties barbarously cruel. Brutality and torture are regularly employed.

The reason this works is that under normal circumstances, employers and employees alike conspire to maintain the fiction that a corporation is a set of defined, rational roles that are filled by people with acceptable levels of skill, executing rational policies and procedures that are sufficient to get things done and turn a profit. In practice, nothing would ever get done if everybody did this. The rules aren’t a minimum definition of the profit-making business of a corporation. They are well below the minimum. Even disengaged minimum-effort types (“losers” in the Gervais Principle‡‡ sense) do more than this under normal circumstances.

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

The objectives of food production are to destroy harmful bacteria (food safety); increase digestibility; change and enhance flavor, form, texture, aroma, and color; and protect the nutritive value of the food, following all policies and procedures to maintain quality.

E nhancement of policy transparency and confidence: Transparency of administrative procedures and

All of these responses convinced me all the more of the incompetence of the people in the company, so I responded by issuing even more careful instructions, developing even more policies and procedures, and so on. Everyone took all that to be further evidence of my disrespect for them and resisted me all the more. And so on, round and round—each of us inviting the other to be in the box, and in so doing, providing each other with mutual justification for staying there. Collusion was everywhere. We were a mess.

Abortion is one of the most commonly performed medical procedures in the United States, and it is tragic that many women who have abortions are all too often mischaracterized and stigmatized, their exercise of moral agency sullied. Their judgment is publicly and forcefully second-guessed by those in politics and religion who have no business entering the deliberation. The reality is that women demonstrate forethought and care; talk to them the way clergy do and witness their sense of responsibility. Women take abortion as seriously as any of us takes any health-care procedure. They understand the life-altering obligations of parenthood and family life. They worry over their ability to provide for a child, the impact on work, school, the children they already have, or caring for other dependents. Perhaps the woman is unable to be a single parent or is having problems with a husband or partner or other kids.2 Maybe her contraception failed her. Maybe when it came to having sex she didn’t have much choice. Maybe this pregnancy will threaten her health, making adoption an untenable option. Or perhaps a wanted pregnancy takes a bad turn and she decides on abortion. It’s pretty complicated. It’s her business to decide on the outcome of her pregnancy—not ours to intervene, to blame, or to punish. Clergy know about moral agency through pastoral work. Women and families invite us into their lives to listen, reflect, offer sympathy, prayer, or comfort. But when it comes to giving advice, we recognize that we are not the ones to live with the outcome; the patient faces the consequences. The woman bears the medical risk of a pregnancy and has to live with the results. Her determination of the medical, spiritual, and ethical dimensions holds sway. The status of her fetus, when she thinks life begins, and all the other complications are hers alone to consider. Many women know right away when a pregnancy must end or continue. Some need to think about it. Whatever a woman decides, she needs to be able to get good quality medical care and emotional and spiritual support as she works toward the outcome she seeks; she figures it out. That’s all part of “moral agency.” No one is denying that her fetus has a moral standing. We are affirming that her moral standing is higher; she comes first. Her deliberations, her considerations have priority. The patient must be the one to arrive at a conclusion and act upon it. As a rabbi, I tell people what the Jewish tradition says and describe the variety of options within the faith. They study, deliberate, conclude, and act. I cannot force them to think or do differently. People come to their decisions in their own way. People who believe the decision is up to the woman are typically called “pro-choice.” “Choice” echoes what is called “moral agency,” “conscience,” “informed will,” or “personal autonomy”—spiritually or religiously. I favor the term “informed will” because it captures the idea that we learn and decide: First, inform the will. Then exercise conscience. In Reform Judaism, for instance, an individual demonstrates “informed will” in approaching and deciding about traditional dietary rules—in a fluid process of study of traditional teaching, consideration of the personal significance of that teaching, arriving at a conclusion, and taking action. Unitarian Universalists tell me that the search for truth and meaning leads to the exercise of conscience. We witness moral agency when a member of a faith community interprets faith teachings in light of historical religious understandings and personal conscience. I know that some religious people don’t do

To date, I don’t know what changed in her. Could I have found out, by requesting information or talking to her in the corridor? Maybe. But could I have done that and not gotten involved? Process is king, I believe, and so these things have to play themselves out; there’s no right answer. Sure, it takes some organizational cold-bloodedness, and it might leave the reader, as well as many Semco employees, miffed or unconvinced. That, however, is the price for giving up policies, procedures, missions, and credos. Just as our aversion to long-term analysis is based on the realization that it can be a waste of time and energy to attempt to foresee every possible twist and turn of the road ahead, finding the root cause of every problem can also be unproductive.

Semco, we abolish manuals, procedures, and policies so that people are free to improvise, to soar, and to collect the moments of happiness that constitute genuine success.

For a law enforcement organization to run smoothly it needs positive leadership. Positive leadership is when a leader interacts with the frontline. Interaction is not just getting to know those a leader works with and serves, although knowing your people is an important component to leading. Interaction is as well to continually develop and train and develop not only ourselves but those the leader serves in an effort to build a common outlook. In the end positive leader understands that a strong common outlook between the top and frontline establishes trust, or even better mutual trust. The leader's true work: Be worthy of his or her constituents' trust. Positive leaders know the side with the stronger group feeling has a great advantage.2 Strong trust encourages delegation and reduces the amount of information and tactical direction needed at the top or strategic level. With less information to process and a greater focus on strategic issues, the decision making cycle at the top accelerates and the need for policies and procedures diminishes, creating a more fluid and agile organization. Mutual trust, unity and cohesion underlie everything.

To adapt to a walking, talking and thinking adversary takes training cops how to make decisions and take actions based on the situation verses the traditional training that is focused on policy and procedure, checklists or canned responses telling cops what to do. What to do in one set of circumstances can get you hurt or killed in another. It is time we open our eyes to this reality.

The metaphor of the early American explorer fits policing and the complex problems we face on the street daily. As we search for peaceful outcomes to the situations we encounter numerous unknowns despite the similarities, in the types of incidents and crises we observe day to day. Standard operating procedures, policy and procedure practices are all very useful when we have standard problem and things go as we plan but what happens when things deviate from the standard and go outside the normal patterns? Here is where we must rely on resilience and adaptation, our ability and knowhow. Experienced people using their insights, imagination and initiative to solve complex problems as our ancestors, the early American explores did.  As we interact with people in dynamic encounters, the explorer mentality keeps us in the game; it keeps us alert and aware. The explorer mentality has us continually learning as we accord with a potential adversary and seek to understand his intent to the best of our ability. An officer who possesses the explorer mentality understands that an adversary has his own thoughts objectives and plans, many which he cannot hear, such as: “I will do what I am asked,” “I will not do what I am asked,” “I will escape,” “I will fight,” “I will assault,” “I will kill,” “I will play dumb until...,” “I will stab,” “I will shoot,” “he looks prepared I will comply,” “he looks complacent I will not comply, etc.” The explorer never stops learning and is ever mindful of both obvious and subtle clues of danger and or cooperation.

Many new funds may see these policies and procedures as something to be implemented after a fund has launched, but if the manager wants to attract institutional money, these must be in place from the start.

So, to return to the title chapter, what is the point of learning statistics? To summarize huge quantities of data. To make better decisions. To answer important social questions. To recognize patterns that can refine how we do everything from selling diapers to catching criminals. To catch cheaters and prosecute criminals. To evaluate the effectiveness of policies, programs, drugs, medical procedures, and other innovations. And to spot the scoundrels who use these very same powerful tools for nefarious ends.

usually does not present much of a problem. Some analysts use t-tests with ordinal rather than continuous data for the testing variable. This approach is theoretically controversial because the distances among ordinal categories are undefined. This situation is avoided easily by using nonparametric alternatives (discussed later in this chapter). Also, when the grouping variable is not dichotomous, analysts need to make it so in order to perform a t-test. Many statistical software packages allow dichotomous variables to be created from other types of variables, such as by grouping or recoding ordinal or continuous variables. The second assumption is that the variances of the two distributions are equal. This is called homogeneity of variances. The use of pooled variances in the earlier formula is justified only when the variances of the two groups are equal. When variances are unequal (called heterogeneity of variances), revised formulas are used to calculate t-test test statistics and degrees of freedom.7 The difference between homogeneity and heterogeneity is shown graphically in Figure 12.2. Although we needn’t be concerned with the precise differences in these calculation methods, all t-tests first test whether variances are equal in order to know which t-test test statistic is to be used for subsequent hypothesis testing. Thus, every t-test involves a (somewhat tricky) two-step procedure. A common test for the equality of variances is the Levene’s test. The null hypothesis of this test is that variances are equal. Many statistical software programs provide the Levene’s test along with the t-test, so that users know which t-test to use—the t-test for equal variances or that for unequal variances. The Levene’s test is performed first, so that the correct t-test can be chosen. Figure 12.2 Equal and Unequal Variances The term robust is used, generally, to describe the extent to which test conclusions are unaffected by departures from test assumptions. T-tests are relatively robust for (hence, unaffected by) departures from assumptions of homogeneity and normality (see below) when groups are of approximately equal size. When groups are of about equal size, test conclusions about any difference between their means will be unaffected by heterogeneity. The third assumption is that observations are independent. (Quasi-) experimental research designs violate this assumption, as discussed in Chapter 11. The formula for the t-test test statistic, then, is modified to test whether the difference between before and after measurements is zero. This is called a paired t-test, which is discussed later in this chapter. The fourth assumption is that the distributions are normally distributed. Although normality is an important test assumption, a key reason for the popularity of the t-test is that t-test conclusions often are robust against considerable violations of normality assumptions that are not caused by highly skewed distributions. We provide some detail about tests for normality and how to address departures thereof. Remember, when nonnormality cannot be resolved adequately, analysts consider nonparametric alternatives to the t-test, discussed at the end of this chapter. Box 12.1 provides a bit more discussion about the reason for this assumption. A combination of visual inspection and statistical tests is always used to determine the normality of variables. Two tests of normality are the Kolmogorov-Smirnov test (also known as the K-S test) for samples with more than 50 observations and the Shapiro-Wilk test for samples with up to 50 observations. The null hypothesis of

leaders are also representatives of company policies, processes, and procedures.

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

Presently, there are two foster parent training programs that are used and widely accepted as the gold standard.  The trainings are the Model Approach to Partnerships in Parenting Group Preparation and Selection of Foster and Adoptive Families (MAPP) and Foster Parent Resources for Information, Development, and Education (PRIDE).  “Both include a wide focus on the knowledge and skills necessary to work within the child welfare system and emphasize core values of foster care.  Both have been criticized for their relatively substantial attention to procedures and policies and relatively brief attention to issues involved in effectively meeting the needs of troubled youth (particularly their scant focus on managing difficult behaviors)” (Dorsey, et al., 2008 p.).

A leader is accountable for actions of frontline personnel whether they are on scene or not, so it is imperative that leaders train and prepare those on the frontline. Leadership accountability comes from our preparation and the continued education, learning and developing of frontline decision makers.  NOT from standing over them directing them, or written policy and procedures, or checklists on how to perform in a given set of circumstances. A leader does not have to be on every call, it is impossible to be on every call. It is just not necessary if you prepare your frontline people effectively and development is an ongoing process.  Train and Trust FRONTLINE Personnel! They will get it done and done right!

1. Insects and fungi are not the real cause of plant diseases but only attack unsuitable varieties or crops imperfectly grown. Their true role is that of censors for pointing out the crops that are improperly nourished and so keeping our agriculture up to the mark. In other words, the pests must be looked upon as Nature's professors of agriculture: as an integral portion of any rational system of farming. 2. The policy of protecting crops from pests by means of sprays, powders, and so forth is unscientific and unsound as, even when successful, such procedure merely preserves the unfit and obscures the real problem -- how to grow healthy crops." (An Agricultural Testament)

Marc Goodman is a cyber crime specialist with an impressive résumé. He has worked with the Los Angeles Police Department, Interpol, NATO, and the State Department. He is the chief cyber criminologist at the Cybercrime Research Institute, founder of the Future Crime Institute, and now head of the policy, law, and ethics track at SU. When breaking down this threat, Goodman sees four main categories of concern. The first issue is personal. “In many nations,” he says, “humanity is fully dependent on the Internet. Attacks against banks could destroy all records. Someone’s life savings could vanish in an instant. Hacking into hospitals could cost hundreds of lives if blood types were changed. And there are already 60,000 implantable medical devices connected to the Internet. As the integration of biology and information technology proceeds, pacemakers, cochlear implants, diabetic pumps, and so on, will all become the target of cyber attacks.” Equally alarming are threats against physical infrastructures that are now hooked up to the net and vulnerable to hackers (as was recently demonstrated with Iran’s Stuxnet incident), among them bridges, tunnels, air traffic control, and energy pipelines. We are heavily dependent on these systems, but Goodman feels that the technology being employed to manage them is no longer up to date, and the entire network is riddled with security threats. Robots are the next issue. In the not-too-distant future, these machines will be both commonplace and connected to the Internet. They will have superior strength and speed and may even be armed (as is the case with today’s military robots). But their Internet connection makes them vulnerable to attack, and very few security procedures have been implemented to prevent such incidents. Goodman’s last area of concern is that technology is constantly coming between us and reality. “We believe what the computer tells us,” says Goodman. “We read our email through computer screens; we speak to friends and family on Facebook; doctors administer medicines based upon what a computer tells them the medical lab results are; traffic tickets are issued based upon what cameras tell us a license plate says; we pay for items at stores based upon a total provided by a computer; we elect governments as a result of electronic voting systems. But the problem with all this intermediated life is that it can be spoofed. It’s really easy to falsify what is seen on our computer screens. The more we disconnect from the physical and drive toward the digital, the more we lose the ability to tell the real from the fake. Ultimately, bad actors (whether criminals, terrorists, or rogue governments) will have the ability to exploit this trust.

One cannot examine the actions of the Secret Service on November 22, 1963, without concluding that the Service stood down on protecting President Kennedy. Indeed, the 120-degree turn into Dealey Plaza violates Secret Service procedures, because it required the presidential limousine to come to a virtual stop. The reduction of the president’s motorcycle escort from six police motorcycles to two and the order for those two officers to ride behind the presidential limousine also violates standard Secret Service procedure. The failure to empty and secure the tall buildings on either side of the motorcade route through Dealey Plaza likewise violates formal procedure, as does the lack of any agents dispersed through the crowd gathered in Dealey Plaza. Readers who are interested in a comprehensive analysis of the Secret Service’s multiple failures and the conspicuous violation of longstanding Secret Service policies regarding the movement and protection of the president on November 22, 1963, should read Vince Palamara’s Survivor’s Guilt: The Secret Service and the Failure to Protect. The difference in JFK Secret Service protection and its adherence to the services standard required procedures in Chicago and Miami would be starkly different from the arrangements for Dallas. Palamara established that Agent Emory Roberts worked overtime to help both orchestrate the assassination and cover up the unusual actions of the Secret Service in the aftermath. Roberts was commander of the follow-up car trailing the presidential limousine. Roberts covered up the escapades of his fellow secret servicemen at The Cellar, a club in downtown Ft. Worth, where agents, some directly responsible for the safety of President Kennedy during the motorcade, drank until dawn on November 22. He also ordered a perplexed agent Donald Lawton off the back of the presidential limousine while at Love Field, thus giving the assassins clearer, more direct shots and more time to get them off. Also, although Roberts recognized rifle fire being discharged in Dealey Plaza, he neglected to mobilize any of the agents under his watch to act. To mask the inactivity of his agents, Roberts, in sworn testimony, falsely increased the speed of the cars (from 9–11 mph to 20–25 mph) and the distance between them (from five feet to 20–25 feet).85 No analysis of the Secret Service’s actions on the day of the assassination can be complete without mentioning that Secret Service director James Rowley was a former FBI agent and close ally of FBI Director J. Edgar Hoover, as well as a crony of Lyndon Johnson. Hoover was one of Johnson’s closest associates. The FBI Director would take the unusual step of flying to Dallas for a victory celebration in 1948 when Johnson illegally stole his Senate seat through election fraud. Johnson and Hoover were neighbors in the Foxhall Road area of the District of Columbia. Hoover’s budget would virtually triple during the years LBJ dominated the appropriations process as Senate Majority Leader. Rowley was a protégé of the director and one of the few men who left the FBI on good terms with Hoover. Rowley’s first public service job in the Roosevelt administration was arranged for him by LBJ. The neglect of assigning even one Secret Service agent to secure Dealey Plaza, as well as cleaning blood and other relatable pieces of evidence from the presidential limousine immediately following the assassination, seizing Kennedy’s body from Parkland Hospital to prevent a proper, well-documented autopsy, failing to record Oswald’s interrogation—all were important pieces of the assassination deftly executed by Rowley.

McCulloch would have put him on notice that "it is a constitution we are expounding," one that was "intended to endure for ages to come, and consequently, to be adapted to the various crises of human affairs," and which did not "deprive the legislature of the capacity to avail itself of experience, to exercise its reason, and to accommodate its legislation to circumstances." It had become clear by 1868, if not before then, that the Constitution was not chained to the original expectations as to what powers the legislature could exercise. This recognition, in turn, suggests a more durable basis for a doctrine of substantive due process than simply labeling everything one finds distasteful or wrongheaded as "arbitrary." The eighteenth-century understanding of due process may have been primarily, if not exclusively, procedural, but it had evolved in a legal system where the legislature exercised unfettered power over substantive law. The new Constitution's Supremacy Clause, however, subordinated legislative power to the Constitution itself. As I suggested in my opening essay, in a republic, "due process," when it comes to the wisdom of government policy, is ordinarily provided by the political process, but it is likely the case that we do not regard every issue as properly resolved by majoritarian institutions. As

There are both internal and external aspects to procedural justice in policing agencies. Internal procedural justice refers to practices within an agency and the relationships officers have with their colleagues and leaders. Research on internal procedural justice tells us that officers who feel respected by their supervisors and peers are more likely to accept departmental policies, understand decisions, and comply with them voluntarily.10 It follows that officers who feel respected by their organizations are more likely to bring this respect into their interactions with the people they serve.

The culture of policing is also important to the proper exercise of officer discretion and use of authority, as task force member Tracey Meares has written.16 The values and ethics of the agency will guide officers in their decision-making process; they cannot just rely on rules and policy to act in encounters with the public. Good policing is more than just complying with the law. Sometimes actions are perfectly permitted by policy, but that does not always mean an officer should take those actions. Adopting procedural justice as the guiding principle for internal and external policies and practices can be the underpinning of a change in culture and should contribute to building trust and confidence in the community.

In written testimony to the task force, James Palmer of the Wisconsin Professional Police Association offered an example in that state’s statutes requiring that agency written policies “require an investigation that is conducted by at least two investigators . . . neither of whom is employed by a law enforcement agency that employs a law enforcement officer involved in the officer-involved death.”35 Furthermore, in order to establish and maintain internal legitimacy and procedural justice, these investigations should be performed by law enforcement agencies with adequate training, knowledge, and experience investigating police use of force.

Teams need both leadership and management. Popular author Stephen R. Covey explains: Leadership deals with direction—with making sure that the ladder is leaning against the right wall. Management deals with speed. To double one’s speed in the wrong direction, however, is the very definition of foolishness. Leadership deals with vision—with keeping the mission in sight—and with effectiveness and results. Management deals with establishing structure and systems to get those results. It focuses on efficiency, cost-benefit analyses, logistics, methods, procedures, and policies.[6]

When the first author began his graduate studies in policing, he was consistently surprised by the almost complete lack of rigorous empirical validation (i.e., scientific research) relating to police tactics. He had assumed that police tactics had been well studied; yet, time and time again, he found that validation was lacking despite frequent calls for criminal justice policy and procedures to be rooted in science (Sherman, 1998; Sherman, Farrington, Welsh, & Mackenzie, 2002; Weisburd et al., 2005). Some areas of police practice have, of course, received attention (e.g., routine patrol, hot spots policing, eyewitness identification, and interviewing), but many areas of police practice remain largely untouched.

Hr policies and procedures in Australia which is available in a simple format so anyone person can understand & follow there process easily.

The major differences between democracy and populism should have become clear by now: one enables majorities to authorize representatives whose actions may or may not turn out to conform to what a majority of citizens expected or would have wished for; the other pretends that no action of a populist government can be questioned, because “the people” have willed it so. The one assumes fallible, contestable judgments by changing majorities; the other imagines a homogeneous entity outside all institutions whose identity and ideas can be fully represented. The one assumes, if anything, a people of individuals, so that in the end only numbers (in elections) count; the other takes for granted a more or less mysterious “substance” and the fact that even large numbers of individuals (even majorities) can fail to express that substance properly. The one presumes that decisions made after democratic procedures have been followed are not “moral” in such a way that all opposition must be considered immoral; the other postulates one properly moral decision even in circumstances of deep disagreement about morality (and policy). Finally—and most importantly—the one takes it that “the people” can never appear in a noninstitutionalized manner and, in particular, accepts that a majority (and even an “overwhelming majority,” a beloved term of Vladimir Putin) in parliament is not “the people” and cannot speak in the name of the people; the other presumes precisely the opposite.

Being terminated for any of the items listed below may constitute wrongful termination: Discrimination: The employer cannot terminate employment because the employee is a certain race, nationality, religion, sex, age, or (in some jurisdictions) sexual orientation. Retaliation: An employer cannot fire an employee because the employee filed a claim of discrimination or is participating in an investigation for discrimination. In the US, this "retaliation" is forbidden under civil rights law. Reporting a Violation of Law to Government Authorities: also known as a whistleblower law, an employee who falls under whistleblower protections may not lawfully be fired for reporting an employer's legal violation or for similar activity that is protected by the law. Employee's refusal to commit an illegal act: An employer is not permitted to fire an employee because the employee refuses to commit an act that is illegal. Employer is not following the company's own termination procedures: In some cases, an employee handbook or company policy outlines a procedure that must be followed before an employee is terminated. If the employer fires an employee without following this procedure, depending upon the laws of the jurisdiction in which the termination occurs, the employee may have a claim for wrongful termination. … In the United States, termination of employment is not legal if it is based on your membership in a group protected from discrimination by law. It is unlawful for an employer to terminate an employee based upon factors including employee's race, religion, national origin, sex, disability, medical condition, pregnancy, or age (over 40), pursuant to U.S. federal laws such as Title VII of the Civil Rights Act of 1964, the Americans with Disabilities Act of 1990 and the Age Discrimination in Employment Act of 1967. … Many laws also prohibit termination, even of at-will employees. For example, whistleblower laws may protect an employee who reports a legal or safety violation by the employer to an appropriate oversight agency. Most states prohibit employers from firing employees in retaliation for filing a workers' compensation claim, or making a wage complaint over unpaid wages. [firing someone for political affiliation or activism away from work is not on the list]

Instead of finding new ways to support innovation and investment while achieving short-term goals, they fall back on the same old strategies, policies, and procedures, relying on accounting sleight-of-hand to make it all work.

One of the most significant management functions is control. Controls are usually directed by organization policies and procedures. They are based on the concept that people should have a thorough understanding of management expectations. And there should be consequences for noncompliance. Penalties for noncompliance are predicated upon the theory, that people will not behave if they have nothing to lose.

It is in such vast gray zones that highly reliable healthcare organizations demonstrate that they possess more than just policies and procedures: they have philosophies and cultures.

Because mandatory arrest laws resulted in an unexpected rise of arrests of women, feminists began devising procedures effectively requiring, as clearly as possible without stating it categorically, that only men be arrested. Though about half of all incidents are mutual, with no clear instigator or victim, feminists began demanding that police arrest the “primary aggressor.” “Police manuals often instruct officers to determine who is the primary aggressor based on ‘who appears to be in control,’” though with no guidance on how to determine which person appears to be in “control.” In many police departments, “the unofficial policy is to simply arrest the larger person. So in practice the primary aggressor standard becomes the flimsy rationale to arrest the man.” In Massachusetts, a training manual tells officers to ignore men’s “excuses” such as, “She hit me first.” The manual encourages officers to downplay the significance of a man’s injuries, warning that “injury alone doesn’t determine who is the abuser.

Management is doing things right; leadership is doing the right things.” Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall. You can quickly grasp the important difference between the two if you envision a group of producers cutting their way through the jungle with machetes. They’re the producers, the problem solvers. They’re cutting through the undergrowth, clearing it out. The managers are behind them, sharpening their machetes, writing policy and procedure manuals, holding muscle development programs, bringing in improved technologies and setting up working schedules and compensation programs for machete wielders. The leader is the one who climbs the tallest tree, surveys the entire situation, and yells, “Wrong jungle!

An antiracist policy is any measure that produces or sustains racial equity between racial groups. By policy, I mean written and unwritten laws, rules, procedures, processes, regulations, and guidelines that govern people. There is no such thing as a nonracist or race-neutral policy. Every policy in every institution in every community in every nation is producing or sustaining either racial inequity or equity between racial groups.

Everyone’s job has different requirements, but the three main folders I use should fit many types of work. Current projects, with a subfolder for each project. (You should try to keep these to no more than ten. After all, how many of us are simultaneously working on more than ten projects? If you are, you’ll learn in the next chapter how to tidy your time.) Records, which contain policies and procedures you regularly access. Usually, these files are provided by others and you typically don’t modify them. Examples include legal contracts and employee files. Saved work, which consists of documents from past projects that you’ll use in the future. Examples include files that can help you with new projects, like a presentation from a previous client that can be a good template for a future one. Other types of saved work can include research you’ve done that could be helpful later, such as benchmarking of competitors or industry research. You may also want to save some projects to have a portfolio to show to prospective clients or new employees for training purposes. If you keep personal files in the same space, add a “Personal” folder so you don’t intermingle personal and work files. Keep digital documents organized. Staying organized is much easier once you have a small set of intuitive, primary folders. If you decide to keep a new file, put it in the most appropriate folder. Otherwise, delete it. The usefulness of your folders will improve as you consistently place similar files in the same place and keep only what you need. When projects are done, decide whether they warrant being moved to your “Saved Work” folder or if you can discard them. There’s no need to store records such as company policies if they’re accessible in other places or won’t be needed again.

In 2036, the USA elected an over-the-top, unapologetic fundamentalist president named Andrew Handel. Yes, that Handel. During his term, he tried to ban election of non-Christians to any public post, and tried to remove the constitutional separation between church and state. He was nominated, supported, and elected based on his religious views, rather than on his political or fiscal expertise. And of course, he appointed persons of similar persuasion to every post he could manage, in some cases blatantly ignoring laws and procedures. He and his cronies rammed through far-right policies with no thought for consequences. In a number of cases, when challenged on the results, he declared that God would not allow their just cause to fail. He eventually brought the USA to its knees in an economic collapse that made the 2008 recession look like a picnic in the park.

Little by little, as the team members stitched together small pieces of information, they stumbled into Ranbaxy’s secret: the company manipulated almost every aspect of its manufacturing process to quickly produce impressive-looking data that would bolster its bottom line. Each member of Thakur’s team came back with similar examples. At the behest of managers, the company’s scientists substituted lower-purity ingredients for higher ones to reduce costs. They altered test parameters so that formulations with higher impurities could be approved. They faked dissolution studies. To generate optimal results, they crushed up brand-name drugs into capsules so that they could be tested in lieu of the company’s own drugs. They superimposed brand-name test results onto their own in applications. For some markets, the company fraudulently mixed and matched data streams, taking its best data from manufacturing in one market and presenting it to regulators elsewhere as data unique to the drugs in their markets. For other markets, the company simply invented data. Document forgery was pervasive. The company even forged its own standard operating procedures, which FDA investigators rely on to assess whether a company is following its own policies. In one instance, employees backdated documents and then artificially aged them in a steamy room overnight in an attempt to fool regulators during inspections.

It must be remembered that some groups will ignore any constitutional provision in their aim to establish themselves as new dictators. Therefore, a permanent role will exist for the population to apply political defiance and noncooperation against would-be dictators and to preserve democratic structures, rights, and procedures.

fact, there is a strong element of intentionality here on the part of leaders in forming prison policy. At high levels of planning officials have even advocated procedures for breaking down inmates, making them especially vulnerable to the routinizing of time. They

Nevertheless, most governments remain wary of running the risk of slowing down the drive towards economic expansion or decelerating the treadmill of production (Novek & Kampen 1992). Caught in a contradictory position as both promoter of economic development and as environmental regulator, governments often engage in a process of environmental managerialism (Redclift 1986), in which they attempt to legislate a limited degree of protection sufficient to deflect criticism but not enough to derail the engine of growth. By enacting environmental policies and procedures that are complex, ambiguous and open to exploitation by the forces of capital production and accumulation (Modavi 1991: 270) the state reaffirms its commitment to strategies for promoting economic development.

When a mishap arises, instead of immediately looking for someone to blame, first see if a flawed procedure or policy is causing the problem.

the American Constitution provides for ‘due process of law’ against that of ‘procedure established by law’ which is contained in the Indian Constitution. The difference between the two is : ‘The due process of law gives wide scope to the Supreme Court to grant protection to the rights of its citizens. It can declare laws violative of these rights void not only on substantive grounds of being unlawful, but also on procedural grounds of being unreasonable. Our Supreme Court, while determining the constitutionality of a law, however examines only the substantive question i.e., whether the law is within the powers of the authority concerned or not. It is not expected to go into the question of its reasonableness, suitability or policy implications.

We decided to go back to basics and put the frighteners on some snouts." "Really?" "We adopted a proactive intelligence-gathering policy utilising appropriate stakeholders in the community and pre-established covert human intelligence sources. "And nobody can put a frightener on a covert human quite like Lesley can.

Retailers use various strategies, policies, and procedures in timing their markdowns of Christmas merchandise, adds Dale Lewison of the University of Akron. “Some retailers start taking small and early markdowns before Thanksgiving, while others wait until after the weekend following Thanksgiving —the biggest shopping weekend of the year. Still other retailers wait longer to mark down merchandise.

I also hold a settling of questions by the referendum to be an unsatisfactory procedure, because there are no simple political questions which can be answered merely by Yes and No. The masses are also more prone even than Parliaments to be led away by heterodox opinions, and to be swayed by vigorous ranting. It is impossible to formulate a wise internal or external policy in a popular assembly.

Players were fined €120 if they were late for training and had to stick to a twelve o’clock curfew – if they were caught breaking it once they were fined €1,500, twice and it rose to €3,000. If you were caught three times you were out of the door. He also had strict policies regarding the procedure leading up to games: team strategy was practised on match days. If it was an away game, the team ate together at La Masía; if they were playing at home, in the Mini Estadi, each player ate at home.

NEVER call yourself a “Landlord” again. Now you work for the “Property Manager” and you must follow company policies and procedures. You do not have the authority to do squat.

If you hear someone at the water cooler say, “black people are always late,” you can definitely say, “Hey, that’s racist” but you can also add, “and it contributes to false beliefs about black workers that keeps them from even being interviewed for jobs, while white workers can be late or on time, but will always be judged individually with no risk of damaging job prospects for other white people seeking employment.” That also makes it less likely that someone will brush you off saying “Hey, it’s not that big of a deal, don’t be so sensitive.” Tying racism to its systemic causes and effects will help others see the important difference between systemic racism, and anti-white bigotry. In addition, the more practice you have at tying individual racism to the system that gives it power, the more you will be able to see all the ways in which you can make a difference. Yes, you can demand that the teacher shouting racial slurs at Hispanic kids should be fired, but you can also ask what that school’s suspension rate for Hispanic kids is, ask how many teachers of color they have on staff, and ask that their policies be reviewed and reformed. Yes, you can definitely report your racist coworker to HR, but you can also ask your company management what processes they have in place to minimize racial bias in their hiring process, you can ask for more diversity in management and cultural sensitivity training for staff, and you can ask what procedures they have in place to handle allegations of racial discrimination. When we look at racism as a system, it becomes much

Global governance is commonly defined as the process of cooperation among transnational actors aimed at providing responses to global problems (those that affect more than one state or region). It encompasses the totality of institutions, policies, norms, procedures and initiatives through which nation states try to bring more predictability and stability to their responses to transnational challenges. This definition makes it clear that any global effort on any global issue or concern is bound to be toothless without the cooperation of national governments and their ability to act and legislate to support their aims. Nation states make global governance possible (one leads the other), which is why the UN says that “effective global governance can only be achieved with effective international cooperation”.

Adopting procedural justice as the guiding principle for internal and external policies and practices can be the underpinning of a change in culture and should contribute to building trust and confidence in the community.

Internal procedural justice begins with the clear articulation of organizational core values and the transparent creation and fair application of an organization’s policies, protocols, and decision-making processes. If the workforce is actively involved in policy development, workers are more likely to use these same principles of external procedural justice in their interactions with the community.

1.4.1 Action item: In order to achieve internal legitimacy, law enforcement agencies should involve employees in the process of developing policies and procedures.

1.5.1 Action item: In order to achieve external legitimacy, law enforcement agencies should involve the community in the process of developing and evaluating policies and procedures.

All software systems can be decomposed into two major elements: policy and details. The policy element embodies all the business rules and procedures. The policy is where the true value of the system lives. The details are those things that are necessary to enable humans, other systems, and programmers to communicate with the policy, but that do not impact the behavior of the policy at all. They include IO devices, databases, web systems, servers, frameworks, communication protocols, and so forth.

First, it is imperative that we understand and view content moderation as existing outside of and apart from extant systems of governance. At worst, content moderation is inherently broken and, at best, is an imperfect system retrofitted to societal structures that are already deeply flawed. The processes of content moderation were not built to scale, nor were the rules created by companies; rather, they were built over time like an onion being peeled in reverse, layers stacked upon layers, always reactive to external forces. To mitigate its harms, this system must be subject to a comprehensive, external audit of both rules and processes, policies and procedures.

The dominant narrative, the market share leader, the policies and procedures that rule the day—they all exist for a reason. They are good at resisting efforts by insurgents like you. If all it took to upend the status quo was the truth, we would have changed a long time ago. If all we were waiting for was a better idea, a simpler solution, or a more efficient procedure, we would have shifted away from the status quo a year or a decade or a century ago. The status quo doesn’t shift because you’re right. It shifts because the culture changes. And the engine of culture is status.

The implications are simple. If past prices contain little or no useful information for predicting future prices, there is no point in following technical trading rules. A simple policy of buying and holding will be at least as good as any technical procedure. Moreover, buying and selling, to the extent that it is profitable, tends to generate taxable capital gains.

For a solopreneur, a written policy might be just on the computer, or on a website. Maybe it's just between you, your partner and God right now, but somewhere you need a written policy that says what you will and will not do so it can ground and guide you in the emotional moment. For a larger business it becomes part of your operating procedures or company handbook. Having parameters around the giving protects the assets and future growth ability of the business. It's not just willy-nilly whenever somebody pulls your heartstrings. You actually have a pattern and a policy that can wisely guide the decision so those heartstrings aren't just taking over emotionally. Emotional giving will ruin the business profits, and your ability to grow and reach more and more people. Here’s are two example giving policies: ​​We will give one class away for every ten classes sold. ​​For every twenty coaching packages sold, we’ll give a partial scholarship to someone who applies and qualifies.

The business world—where the majority of American men live and die—requires a man to be efficient and punctual. Corporate policies and procedures are designed with one aim: to harness a man to the plow and make him produce.

The technologies we have available to challenge abuses of power—from complaints procedures to antidiscrimination policies to equality polices to the very languages of

procedures each year. Table 2.5 shows inequities, though possibly not as consistently as for the cancer measure; 22.7 percent of whites received all four procedures within a year, compared to 18.7 percent of Hispanics and 16.6 percent of blacks. Income differences ranged from a high 27.8 percent of the 400 percent or more of the poverty level to a low 16.2 percent

Hubbard’s administrative policies as dictated in his letters, which were known as Green on White because they were printed in green ink on white paper (to distinguish them from Red on White, which described auditing procedures).

Because most societies and companies reward compliance. They do that because when you comply: 1. Your behavior is predictable. 2. You are not a threat to anyone because you are “normal.” 3. People don’t feel inferior because of your special aptitude or attitude. 4. You are easier to understand because you are like everyone else. 5. Companies find it much easier and efficient to apply one standard set of policies and procedures irrespective of your attitude or aptitude and hence prefer those who fit in. This also allows them to scale. So, you can see that being “normal” is mainly for the benefit of others, not for you.

Over the next three or four months we simply collected all our procedures manuals…People would ask us from time to time when the new manuals would be ready. Eventually, some began to suspect that an update wasn’t going to appear and asked us why. Only then did we say aloud what we had been thinking: that we were trading written rules for common sense. And that is the system we have today, which is barely a system at all.

Review policies and procedures to see that they are adequate to deal with the confusing fluidity of the neutral zone. The “rules” under which you operate were set up to govern ongoing operations when things weren’t changing as much as they are now.

There are two ways to cause a mission to fail. The first is to not explicitly follow all established rules, policies, and procedures. And the second way is to explicitly follow all established rules policies and procedures.” Why?

As you are pitching your idea, the croc brain of the person sitting across from you isn't 'listening' and thinking, 'Hmm, is this a good deal or not?' Its reaction to your pitch basically goes like this: 'Since this is not an emergency, how can I ignore this or spend the least amount of time possible on it?' This filtering system of the crocodile brain has a very short-sighted view of the world. Anything that is not a crisis it tries to mark as 'spam.' If you got a chance to look at the croc brain's filtering instructions, it would look something like this: 1. If it's not dangerous, ignore it 2. If it's not new and exciting, ignore it. 3. If it is new, summarize it as quickly as possible - and forget about the details. And finally there is this specific instruction: 4. Do not send anything up to the neocortex for problem solving unless you have a situation that is really unexpected and out of the ordinary. These are the basic operating policies and procedures of our brains. No wonder pitching is so difficult.

Rule 1: Be Consistent The first form of reinforcement is consistency of message. Every policy, procedure, and list of priorities sends a message, but if you aren’t careful, your messages will be conflicting ones.

Overreaction” also comes from the experience that people have had with loss in the past. When old losses haven’t been adequately dealt with, a sort of transition deficit is created—a readiness to grieve that needs only a new ending to set it off. We see this when people overreact to the dismissal of an obviously ineffective manager or leader or to some apparently insignificant change in policy or procedure. What they are actually reacting to is one or more losses in the past that have occurred

It is now technically possible to bring the human mind into a condition of enslavement and submission. The Schwable case and the cases of other prisoners of war are tragic examples of this, made even more tragic by our lack of understanding of the limits of heroism. We are just beginning to understand what these limits are, and how they are used, both politically and psychologically, by the totalitarians. We have long since come to recognize the breast beating confession and the public recantation as propaganda tricks; now we are beginning to see ever more clearly how the totalitarians use menticide: deliberately, openly, unashamedly, as part of their official policy, as a means of consolidating and maintaining their power, though, of course, they give a different explanation to the whole procedure it’s all confessions of real and treacherous crimes.

When the Fed makes a loan, taking securities or bank loans as collateral, the recipient of the loan deposits the funds in a commercial bank. The bank in turn adds the funds to its reserve account at the Fed. When banks hold substantial reserves, they have little need to borrow from other banks, and so the interest rate that banks charge each other for short-term loans—the federal funds rate—tends to fall. But the FOMC targets that same short-term interest rate when making monetary policy. Without offsetting action, our emergency lending—by increasing the reserves that banks held at the Fed—would tend to push down the federal funds rate and other short-term interest rates. Since April, we had set our target for the federal funds rate at 2 percent—the right level, we thought, to balance our goals of supporting employment and keeping inflation under control. We needed to continue our emergency lending and at the same time prevent the federal funds rate from falling below 2 percent. Thus far, we had successfully resolved the potential inconsistency by selling a dollar’s worth of Treasury securities from our portfolio for each dollar of our emergency lending. The sales of Treasuries drained reserves from the banking system, offsetting the increase in reserves created by our lending. This procedure, known as sterilization, allowed us to make loans as needed while keeping short-term interest rates where we wanted them.

• Ask front liners to use it to evaluate your unit’s policies, procedures, and general “ways of doing things.” Are they consistent with the vision? Do they really help get things done for the customers? If not, where do they interfere with giving good service? And how can they be changed? • Hold “what’s stupid around here?” meetings. Use the vision statement to help identify outmoded practices, timewasters, repeated trouble spots, and customer-vexing aspects of your business that make you look dumb to your customers—and each other. • Set “stop, start, and measure” objectives. Perhaps once a quarter, ask every employee to come with a list of items under three headings: 1. Things we should stop doing around here 2. Things we should start doing around here 3. Things we don’t track or measure—but should