Quality Outcomes Quotes

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists.

Improving decision quality is about increasing our chances of good outcomes, not guaranteeing them.

You deserve more of their attention than their phone does. You deserve quality time, not just time. You deserve effort, not just routines. You deserve to be treated as if you are a priority, not the last thing on their checklist. You are special and you deserve to be the only option. If that is too much to ask, you are asking it from the wrong person. If begging ever becomes your last approach to receive those things which ought to be freely given, it’s safe to say, you are out of your dang mind. Begging to be loved is suicide. It’s like going sky diving from the Eiffel Tower naked of proper equipment, and expecting gravity to overturn the outcome.

The quality of a decision cannot be solely judged based on its outcome.

For the ancient Greeks, the ultimate test of the educational system was the moral and political quality of the students that it produced

It is through strength of character, not luck, do we form the predictable path of our future.

Outcomes don’t tell us what’s our fault and what isn’t, what we should take credit for and what we shouldn’t. Unlike in chess, we can’t simply work backward from the quality of the outcome to determine the quality of our beliefs or decisions. This makes learning from outcomes a pretty haphazard process.

When people know they have a process in place to handle any situation, they are more relaxed. When they’re relaxed, everything improves. More gets done, with less effort, and a host of other wonderful side effects emerge that add to the outcomes of their efforts and the quality of their life.

When our brains constantly scan for and focus on the positive, we profit from three of the most important tools available to us: happiness, gratitude, and optimism. The role happiness plays should be obvious—the more you pick up on the positive around you, the better you’ll feel—and we’ve already seen the advantages to performance that brings. The second mechanism at work here is gratitude, because the more opportunities for positivity we see, the more grateful we become. Psychologist Robert Emmons, who has spent nearly his entire career studying gratitude, has found that few things in life are as integral to our well-being.11 Countless other studies have shown that consistently grateful people are more energetic, emotionally intelligent, forgiving, and less likely to be depressed, anxious, or lonely. And it’s not that people are only grateful because they are happier, either; gratitude has proven to be a significant cause of positive outcomes. When researchers pick random volunteers and train them to be more grateful over a period of a few weeks, they become happier and more optimistic, feel more socially connected, enjoy better quality sleep, and even experience fewer headaches than control groups.

The quality of the outcome casts a shadow over our ability to see the quality of the decision.

RESULTING A mental shortcut in which we use the quality of an outcome to figure out the quality of a decision.

Experience is supposed to be our best teacher, but sometimes we draw a connection between outcome quality and decision quality that is too tight.

Sometimes defeats are the best outcomes. To react to adversity is a quality.

Consider the situation: Money that was provided because of social networks rather than need; a project designed for prestige rather than to be used; a lack of monitoring and accountability; and an architect appointed for show by somebody with little interest in the quality of the work. The outcome is hardly surprising: a project that should never have been built was built, and built badly.

You deserve quality time, not just time. You deserve effort, not just routines. You deserve to be treated as if you are a priority, not the last thing on their checklist. You are special and you deserve to be the only option. If that is too much to ask, you are asking it from the wrong person. If begging ever becomes your last approach to receive those things which ought to be freely given, it’s safe to say, you are out of your dang mind. Begging to be loved is suicide. It’s like going sky diving from the Eiffel Tower naked of proper equipment, and expecting gravity to overturn the outcome.

When the outcome turns out poorly, it’s easy to focus on the details that suggest the decision process was poor. We think we are seeing the decision quality rationally because the bad process is obvious.

You could choose to live in either America or Denmark. In high-tax Denmark, your disposable income after taxes and transfers would be around $15,000 lower than in the States. But in return for your higher tax bill, you would get universal health care (one with better outcomes than in the US), free education right up through the best graduate schools, worker retraining programs on which the state spends seventeen times more as a percentage of GDP than what is spent in America, as well as high-quality infrastructure, mass transit, and many beautiful public parks and other spaces. Danes also enjoy some 550 more hours of leisure time a year than Americans do. If the choice were put this way—you can take the extra $15,000 but have to work longer hours, take fewer vacation days, and fend for yourself on health care, education, retraining, and transport—I think most Americans would choose the Danish model.

Why do you need to be pleasant within? The answer is self-evident. When you are in a pleasant inner state, you are naturally pleasant to everyone and everything around you. No scripture or philosophy is needed to instruct you to be good to others. It is a natural outcome when you are feeling good within yourself. Inner pleasantness is a surefire insurance for the making of a peaceful society and a joyful world. Besides, your success in the world depends essentially on how well you harness the prowess of the body and mind. So, in order to achieve success, pleasantness has to be the fundamental quality within you.

Anything worth having doesn’t come easy' is a perception of negativity perpetuated by misery looking for company. Accept nothing but the opposite of this intention and soon your life will navigate away from perpetual negative thinking and outcomes to the endless positive quality of life that exists for all of us

The quality of your life is the outcome of your own thoughts

Quality of Life is simply varying perceptions of desires and outcomes, a grocer wants life to give him lemons. A C Quinn.

We want outcome quality to align with decision quality.

A 5-star career is part of a 5-star life; a 5-star life is not an outcome of a 5-star career.

When psychologists isolate the personal qualities that predict “positive outcomes” in life, they consistently find two traits: intelligence and self-control.

And keep in mind that it is always easier for a man to fall in love with a woman when she appears thoroughly uninterested in controlling him or the outcome of the romance

There is a quality or drive innate in human beings that the Austrian psychiatrist Victor Frankl called our “search for meaning.” Meaning is found in pursuits that go beyond the self. In our own hearts most of us know that we experience the greatest satisfaction not when we receive or acquire something but when we make an authentic contribution to the well-being of others or to the social good, or when we create something original and beautiful or just something that represents a labor of love. It is no coincidence that addictions arise mostly in cultures that subjugate communal goals, time-honored tradition, and individual creativity to mass production and the accumulation of wealth. Addiction is one of the outcomes of the “existential vacuum,” the feeling of emptiness engendered when we place a supreme value on selfish attainments. “The drug scene,” wrote Frankl, “is one aspect of a more general mass phenomenon, namely the feeling of meaninglessness resulting from the frustration of our existential needs which in turn has become a universal phenomenon in our industrial societies.

Man… is an inextricable tangle of culture and biology. And not being simple, he is not simply good; he has… a kind of hell within him from which rise everlastingly the impulses which threaten his civilization. He has the faculty of imagining for himself more in the way of pleasure and satisfaction than he can possibly achieve. Everything that he gains he pays for in more than equal coin; compromise and the compounding with defeat constitute his best way of getting through the world. His best qualities are the result of a struggle whose outcome is tragic. Yet he is a creature of love…

People who run companies are faced with important choices every day. How they make those choices determines the character of the company, the quality of its relationships, and the outcomes it produces.

Since the days of enslavement, African Americans have fought to gain access to quality education. Education can be transformative. It reshapes the health outcomes of a people; it breaks the cycle of poverty; it improves housing conditions; it raises the standard of living. Perhaps, most meaningfully, educational attainment significantly increases voter participation.135 In short, education strengthens a democracy. As

Hindsight bias has pernicious effects on the evaluations of decision makers. It leads observers to assess the quality of a decision not by whether the process was sound but by whether its outcome was good or bad.

As CNN recently reported: “A decade of research in the business world proves happiness raises nearly every business and educational outcome: raising sales by 37 percent, productivity by 31 percent, and accuracy on tasks by 19 percent, as well as a myriad of health and quality-of-life improvements.

One problem with most current governments is that they prioritize economic growth (as mismeasured by GDP per capita) over citizens’ happiness, quality of life, efficiency of trait display, and breadth and depth of social networks. The latter outcomes are not actually any harder to measure than GDP per capita. For example, the UN Human Development Index (HDI) measures overall quality of life fairly well by taking into account life expectancy, literacy, and educational attainment; this index puts Iceland, Norway, Australia, and Canada at the top, and the Democratic Republic of the Congo at the bottom.

skill is much more difficult to acquire by sheer experience because of the long delay between actions and their noticeable outcomes. Whether professionals have a chance to develop intuitive expertise depends essentially on the quality and speed of feedback, as well as on sufficient opportunity to practice.

For Grant, who hailed the ratification of the Fifteenth Amendment as the completion of “the greatest civil change… since the nation came into life,” nothing less than the war’s outcome hung in the balance, as the terrorists and their wellborn political leaders attempted to reverse the outcome at Appomattox.

Anger over Garner’s death is understandable. No one should die for selling untaxed cigarettes or even for resisting arrest, though the officers certainly did not intend to kill Garner, and a takedown may be justified when a suspect resists. Protests initially centered on the officer’s seeming use of a choke-hold, which is banned by NYPD policy. But critics of the NYPD expanded the campaign against the police to include misdemeanor enforcement itself. This is pure opportunism. There is no connection between the theory and practice of quality-of-life enforcement, on the one hand, and Garner’s death, on the other. It was Garner’s resistance to arrest that triggered the events leading to his death, however disproportionate that outcome, not the policing of illegal cigarette sales. Suspects resist arrest for all sorts of crimes. The only way to prevent the remote possibility of death following an attempted arrest, beyond eliminating the use of choke-holds (if that is indeed what caused Garner’s heart attack), is to make no arrests at all, even for felonies.

The most important outcome of education is that students have a good quality of life and are productive members of society. Employment is the critical component for a successful quality of life for people with disabilities. Good jobs and/or careers that offer meaningful work, good pay and benefits, and social inclusion provide the key for successful outcomes. Page 3.

at Dunkin’ Donuts, how did we move our anchor to Starbucks? This is where it gets really interesting. When Howard Shultz created Starbucks, he was as intuitive a businessman as Salvador Assael. He worked diligently to separate Starbucks from other coffee shops, not through price but through ambience. Accordingly, he designed Starbucks from the very beginning to feel like a continental coffeehouse. The early shops were fragrant with the smell of roasted beans (and better-quality roasted beans than those at Dunkin’ Donuts). They sold fancy French coffee presses. The showcases presented alluring snacks—almond croissants, biscotti, raspberry custard pastries, and others. Whereas Dunkin’ Donuts had small, medium, and large coffees, Starbucks offered Short, Tall, Grande, and Venti, as well as drinks with high-pedigree names like Caffè Americano, Caffè Misto, Macchiato, and Frappuccino. Starbucks did everything in its power, in other words, to make the experience feel different—so different that we would not use the prices at Dunkin’ Donuts as an anchor, but instead would be open to the new anchor that Starbucks was preparing for us. And that, to a great extent, is how Starbucks succeeded. GEORGE, DRAZEN, AND I were so excited with the experiments on coherent arbitrariness that we decided to push the idea one step farther. This time, we had a different twist to explore. Do you remember the famous episode in The Adventures of Tom Sawyer, the one in which Tom turned the whitewashing of Aunt Polly’s fence into an exercise in manipulating his friends? As I’m sure you recall, Tom applied the paint with gusto, pretending to enjoy the job. “Do you call this work?” Tom told his friends. “Does a boy get a chance to whitewash a fence every day?” Armed with this new “information,” his friends discovered the joys of whitewashing a fence. Before long, Tom’s friends were not only paying him for the privilege, but deriving real pleasure from the task—a win-win outcome if there ever was one. From our perspective, Tom transformed a negative experience to a positive one—he transformed a situation in which compensation was required to one in which people (Tom’s friends) would pay to get in on the fun. Could we do the same? We

Well, anyhow, the practical outcome of all these damn democratic ideas, is that men of our quality -- yes, damn it! we have a quality -- excuse themselves from the hard and thankless service they owe -- not to the crowd, Dick, but to the race. (Much good it will do is to shirk like that in the long run.) We will not presume, we say, no. We shrug our shoulders and leave the geese, the hungry sheep, the born followers, call them what you will, to the leaders who haven't our scruples. The poor muts swallow those dead old religions no longer fit for human consumption, and we say 'let 'em.' They devour their silly newspapers. They let themselves be distracted from public affairs by games, by gambling, by shows and coronations and every soft of mass stupidity, while the stars in their courses plot against them. We say nothing. Nothing audible. We mustn't destroy the simple faith that is marching them to disaster. We mustn't question their decisions. That wouldn't be democratic. And then we sit here and say privately that the poor riff-raff are failing to adapt themselves to those terrible new conditions -- as if they had had half a chance of knowing how things stand with them. They are shoved about by patriotisms, by obsolete religious prejudices, by racial delusions, by incomprehensible economic forces. Amid a growth of frightful machinery...

She stared at him, at his face. Simply stared as the scales fell from her eyes. "Oh, my God," she whispered, the exclamation so quiet not even he would hear. She suddenly saw-saw it all-all that she'd simply taken for granted. Men like him protected those they loved, selflessly, unswervingly, even unto death. The realization rocked her. Pieces of the jigsaw of her understanding of him fell into place. He was hanging to consciousness by a thread. She had to be sure-and his shields, his defenses were at their weakest now. Looking down at her hands, pressed over the nearly saturated pad, she hunted for the words, the right tone. Softly said, "My death, even my serious injury, would have freed you from any obligation to marry me. Society would have accepted that outcome, too." He shifted, clearly in pain. She sucked in a breath-feeling his pain as her own-then he clamped the long fingers of his right hand about her wrist, held tight. So tight she felt he was using her as an anchor to consciousness, to the world. His tone, when he spoke, was harsh. "Oh, yes-after I'd expended so much effort keeping you safe all these years, safe even from me, I was suddenly going to stand by and let you be gored by some mangy bull." He snorted, soft, low. Weakly. He drew in a slow, shallow breath, lips thin with pain, but determined, went on, "You think I'd let you get injured when finally after all these long years I at last understand that the reason you've always made me itch is because you are the only woman I actually want to marry? And you think I would stand back and let you be harmed?" A peevish frown crossed his face. "I ask you, is that likely? Is it even vaguely rational?" He went on, his words increasingly slurred, his tongue tripping over some, his voice fading. She listened, strained to catch every word as he slid into semi delirium, into rambling, disjointed sentences that she drank in, held to her heart. He gave her dreams back to her, reshaped and refined. "Not French Imperial-good, sound, English oak. You can use whatever colors you like, but no gilt-I forbid it." Eventually he ventured further than she had. "And I want at least three children-not just an heir and a spare. At least three-if you're agreeable. We'll have to have two boys, of course-my evil ugly sisters will found us to make good on that. But thereafter...as many girls as you like...as long as they look like you. Or perhaps Cordelia-she's the handsomer of the two uglies." He loved his sisters, his evil ugly sisters. Heather listened with tears in her eyes as his mind drifted and his voice gradually faded, weakened. She'd finally got her declaration, not in anything like the words she'd expected, but in a stronger, impossible-to-doubt exposition. He'd been her protector, unswerving, unflinching, always there; from a man like him, focused on a lady like her, such actions were tantamount to a declaration from the rooftops. The love she'd wanted him to admit to had been there all along, demonstrated daily right before her eyes, but she hadn't seen. Hadn't seen because she'd been focusing elsewhere, and because, conditioned as she was to resisting the same style of possessive protectiveness from her brothers, from her cousins, she hadn't appreciated his, hadn't realized that that quality had to be an expression of his feelings for her. Until now. Until now that he'd all but given his life for hers. He loved her-he'd always loved her. She saw that now, looking back down the years. He'd loved her from the time she'd fallen in love with him-the instant they'd laid eyes on each other at Michael and Caro's wedding in Hampshire four years ago. He'd held aloof, held away-held her at bay, too-believing, wrongly, that he wasn't an appropriate husband for her. In that, he'd been wrong, too. She saw it all. And as the tears overflowed and tracked down her cheeks, she knew to her soul how right he was for her. Knew, embraced, and rejoiced.

Games are clearly differentiated from procedures, rituals, and pastimes by two chief characteristics: (1) their ulterior quality and (2) the payoff. Procedures may be successful, rituals effective, and pastimes profitable, but all of them are by definition candid; they may involve contest, but not conflict, and the ending may be sensational, but it is not dramatic. Every game, on the other hand, is basically dishonest, and the outcome has a dramatic, as distinct from merely exciting, quality.

We have contrasted two ways of evaluating a judgment: by comparing it to an outcome and by assessing the quality of the process that led to it. Note that when the judgment is verifiable, the two ways of evaluating it may reach different conclusions in a single case. A skilled and careful forecaster using the best possible tools and techniques will often miss the correct number in making a quarterly inflation forecast. Meanwhile, in a single quarter, a dart-throwing chimpanzee will sometimes be right.

The outcome of an actual encounter with someone who is a carrier of the anima or animus projection 'frequently gives rise in dreams to the symbol of psychic pregnancy, a symbol that goes back to the primordial image of the hero's birth. The child that is to be born signifies the individuality, which, though present, is not yet conscious.' The real psychic purpose of the conventional man's affair with his very unconventional anima woman is to produce a symbolic child, which represents a union of the opposites in his personality and is therefore a symbol of the self. The meeting with the anima/us represents a connection to the unconscious even deeper than that of the shadow. In the case of the shadow, it is a meeting with the disdained and rejected pieces of the total psyche, the inferior and unwanted qualities. In the meeting with the anima/us, it is a contact with levels of the psyche which has the potential to lead into the deepest and highest (at any rate furthest) reaches that the ego can attain.

Health outcomes for black people are worse across the board during non-pandemic times. Black women are 22% more likely to die from heart disease than white women and 71% more likely to die from cervical cancer. Blacks are diagnosed with diabetes at a 71% higher rate than whites. Minorities receive lower quality care for their diabetes, resulting in more complications, such as chronic kidney disease and amputations. The list of conditions which Blacks suffer more extend to mental health, cancer, and heart disease.

While some of our deepest wounds come from feeling abandoned by others, it is surprising to see how often we abandon ourselves through the way we view life. It’s natural to perceive through a lens of blame at the moment of emotional impact, but each stage of surrender offers us time and space to regroup and open our viewpoints for our highest evolutionary benefit. It’s okay to feel wronged by people or traumatized by circumstances. This reveals anger as a faithful guardian reminding us how overwhelmed we are by the outcomes at hand. While we will inevitably use each trauma as a catalyst for our deepest growth, such anger informs us when the highest importance is being attentive to our own experiences like a faithful companion. As waves of emotion begin to settle, we may ask ourselves, “Although I feel wronged, what am I going to do about it?” Will we allow experiences of disappointment or even cruelty to inspire our most courageous decisions and willingness to evolve? When viewing others as characters who have wronged us, a moment of personal abandonment occurs. Instead of remaining present to the sheer devastation we feel, a need to align with ego can occur through the blaming of others. While it seems nearly instinctive to see life as the comings and goings of how people treat us, when focused on cultivating our most Divine qualities, pain often confirms how quickly we are shifting from ego to soul. From the soul’s perspective, pain represents the initial steps out of the identity and reference points of an old reality as we make our way into a brand new paradigm of being. The more this process is attempted to be rushed, the more insufferable it becomes. To end the agony of personal abandonment, we enter the first stage of surrender by asking the following question: Am I seeing this moment in a way that helps or hurts me? From the standpoint of ego, life is a play of me versus you or us versus them. But from the soul’s perspective, characters are like instruments that help develop and uncover the melody of our highest vibration. Even when the friction of conflict seems to divide people, as souls we are working together to play out the exact roles to clear, activate, and awaken our true radiance. The more aligned in Source energy we become, the easier each moment of transformation tends to feel. This doesn’t mean we are immune to disappointment, heartbreak, or devastation. Instead, we are keenly aware of how often life is giving us the chance to grow and expand. A willingness to be stretched and re-created into a more refined form is a testament to the fiercely liberated nature of our soul. To the ego, the soul’s willingness to grow under the threat of any circumstance seems foolish, shortsighted, and insane. This is because the ego can only interpret that reality as worry, anticipation, and regret.

Outcomes indicators include product vision, business objectives, and capabilities (high-level product functionality), not detail requirements. These outcome characteristics define a releasable product and quality objectives define a reliable and adaptable (works today, easy to enhance) product. These are the critical value traits, then teams need to strive to meet constraints—scope, schedule, and cost—but as secondary in importance to the value components. In many, if not most, agile projects schedule becomes the most critical constraint and is timeboxed (fixed) and scope varies.

Harm reduction is often perceived as being inimical to the ultimate purpose of “curing” addiction—that is, of helping addicts transcend their habits and to heal. People regard it as “coddling” addicts, as enabling them to continue their destructive ways. It’s also considered to be the opposite of abstinence, which many regard as the only legitimate goal of addiction treatment. Such a distinction is artificial. The issue in medical practice is always how best to help a patient. If a cure is possible and probable without doing greater harm, then cure is the objective. When it isn’t — and in most chronic medical conditions cure is not the expected outcome — the physician’s role is to help the patient with the symptoms and to reduce the harm done by the disease process. In rheumatoid arthritis, for example, one aims to prevent joint inflammation and bone destruction and, in all events, to reduce pain. In incurable cancers we aim to prolong life, if that can be achieved without a loss of life quality, and also to control symptoms. In other words, harm reduction means making the lives of afflicted human beings more bearable, more worth living. That is also the goal of harm reduction in the context of addiction. Although hardcore drug addiction is much more than a disease, the harm reduction model is essential to its treatment. Given our lack of a systematic, evidencebased approach to addiction, in many cases it’s futile to dream of a cure. So long as society ostracizes the addict and the legal system does everything it can to heighten the drug problem, the welfare and medical systems can aim only to mitigate some of its effects. Sad to say, in our context harm reduction means reducing not only the harm caused by the disease of addiction, but also the harm caused by the social assault on drug addicts.

Focusing on the process of judgment, rather than its outcome, makes it possible to evaluate the quality of judgments that are not verifiable, such as judgments about fictitious problems or long-term forecasts. We may not be able to compare them to a known outcome, but we can still tell whether they have been made incorrectly. And when we turn to the question of improving judgments rather than just evaluating them, we will focus on process, too. All the procedures we recommend in this book to reduce bias and noise aim to adopt the judgment process that would minimize error over an ensemble of similar cases.

Circuitry for self-confidence depends on a child’s ability to locate identity over observable behavior; this comes from growing up in a family that focuses more on what’s “inside” a child (enduring qualities, feelings, ideas) than what is “outside” (accomplishments, outcomes, labels). In regard to your child’s sports team, for example, inside stuff might be her effort in practice, her attitude when winning and losing, and her willingness to try new things; outside stuff might be her number of goals or home runs, or labels like “most valuable player.” When it comes to academics, inside stuff might be willingness to try a bonus math problem, spending time on studying, and showing enthusiasm about a subject; outside stuff might be a grade, a test score, or a label like “smartest kid in class.

In many industries, however, what some call hypercompetition is a self-inflicted wound, not the inevitable outcome of a changing paradigm of competition. The root of the problem is the failure to distinguish between operational effectiveness and strategy. The quest for productivity, quality, and speed has spawned a remarkable number of management tools and techniques: total quality management, benchmarking, time-based competition, outsourcing, partnering, reengineering, change management. Although the resulting operational improvements have often been dramatic, many companies have been frustrated by their inability to translate those gains into sustainable profitability. And bit by bit, almost imperceptibly, management tools have taken the place of strategy. As managers push to improve on all fronts, they move farther away from viable competitive positions. Operational effectiveness: necessary

The combination of loss aversion and narrow framing is a costly curse. Individual investors can avoid that curse, achieving the emotional benefits of broad framing while also saving time and agony, by reducing the frequency with which they check how well their investments are doing. Closely following daily fluctuations is a losing proposition, because the pain of the frequent small losses exceeds the pleasure of the equally frequent small gains. Once a quarter is enough, and may be more than enough for individual investors. In addition to improving the emotional quality of life, the deliberate avoidance of exposure to short-term outcomes improves the quality of both decisions and outcomes. The typical short-term reaction to bad news is increased loss aversion. Investors who get aggregated feedback receive such news much less often and are likely to be less risk averse and to end up richer. You are also less prone to useless churning of your portfolio if you don’t know how every stock in it is doing every day (or every week or even every month). A commitment not to change one’s position for several periods (the equivalent of “locking in” an investment) improves financial performance.

One of my colleagues in Duke, Ralph Keeney, noted that America's top killer isn't cancer or heart disease, nor is it smoking or obesity. It's our inability to make smart choices and overcome our own self-destructive behaviours. Ralph estimates that about half of us will make a lifestyle decision that will ultimately lead us to an early grave. And as if this were not bad enough, it seems that the rate at which we make these deadly decisions is increasing at an alarming pace. I suspect that over the next few decades, real improvements in life expectancy and quality are less likely to be driven by medical technology than by improved decision making. Since focusing on long-term benefits is not our natural tendency, we need to more carefully examine the cases in which we repeatedly fail, and try to come up with some remedies for these situations. For an overweight movie loved, the key might be to enjoy watching a film while walking on the treadmill. The trick is to find the right behavioural antidote for each problem. By pairing something that we love with something that we dislike but that is good for us, we might be able to harness desire with outcome - and thus overcome some of the problems with self-control we face every day.

Those who govern on behalf of the rich have an incentive to persuade us we are alone in our struggle for survival, and that any attempts to solve our problems collectively – through trade unions, protest movements or even the mutual obligations of society – are illegitimate or even immoral. The strategy of political leaders such as Thatcher and Reagan was to atomize and rule. Neoliberalism leads us to believe that relying on others is a sign of weakness, that we all are, or should be, ‘self-made’ men and women. But even the briefest glance at social outcomes shows that this cannot possibly be true. If wealth were the inevitable result of hard work and enterprise, every woman in Africa would be a millionaire. The claims that the ultra-rich make for themselves – that they are possessed of unique intelligence or creativity or drive – are examples of the ‘self-attribution fallacy’.10 This means crediting yourself with outcomes for which you were not responsible. The same applies to the belief in personal failure that assails all too many at the bottom of the economic hierarchy today. From birth, this system of belief has been drummed into our heads: by government propaganda, by the billionaire media, through our educational system, by the boastful claims of the oligarchs and entrepreneurs we’re induced to worship. The doctrine has religious, quasi-Calvinist qualities: in the Kingdom of the Invisible Hand, the deserving and the undeserving are revealed through the grace bestowed upon them by the god of money. Any policy or protest that seeks to disrupt the formation of a ‘natural order’ of rich and poor is an unwarranted stay upon the divine will of the market. In school we’re taught to compete and are rewarded accordingly, yet our great social and environmental predicaments demand the opposite – the skill we most urgently need to learn is cooperation. We are set apart, and we suffer for it. A series of scientific papers suggest that social pain is processed11 by the same neural circuits as physical pain.12 This might explain why, in many languages, it is hard to describe the impact of breaking social bonds without the terms we use to denote physical pain and injury: ‘I was stung by his words’; ‘It was a massive blow’; ‘I was cut to the quick’; ‘It broke my heart’; ‘I was mortified’. In both humans and other social mammals, social contact reduces physical pain.13 This is why we hug our children when they hurt themselves: affection is a powerful analgesic.14 Opioids relieve both physical agony and the distress of separation. Perhaps this explains the link between social isolation and drug addiction.

..."facts" properly speaking are always and never more than interpretations of the data... the Gospel accounts are themselves such data or, if you like, hard facts. But the events to which the Gospels refer are not themselves "hard facts"; they are facts only in the sense that we interpret the text, together with such other data as we have, to reach a conclusion regarding the events as best we are able. They are facts in the same way that the verdict of a jury establishes the facts of the case, the interpretation of the evidence that results in the verdict delivered. Here it is as well to remember that historical methodology can only produce probabilities, the probability that some event took place in such circumstances being greater or smaller, depending on the quality of the data and the perspective of the historical enquirer. The jury which decides what is beyond reasonable doubt is determining that the probability is sufficiently high for a clear-cut verdict to be delivered. Those who like "certainty" in matters of faith will always find this uncomfortable. But faith is not knowledge of "hard facts"...; it is rather confidence, assurance, trust in the reliability of the data and in the integrity of the interpretations derived from that data... It does seem important to me that those who speak for evangelical Christians grasp this nettle firmly, even if it stings! – it is important for the intellectual integrity of evangelicals. Of course any Christian (and particularly evangelical Christians) will want to get as close as possible to the Jesus who ministered in Galilee in the late 20s of the first century. If, as they believe, God spoke in and through that man, more definitively and finally than at any other time and by any other medium, then of course Christians will want to hear as clearly as possible what he said, and to see as clearly as possible what he did, to come as close as possible to being an eyewitness and earwitness for themselves. If God revealed himself most definitively in the historical particularity of a Galilean Jew in the earliest decades of the Common Era, then naturally those who believe this will want to inquire as closely into the historical particularity and actuality of that life and of Jesus’ mission. The possibility that later faith has in some degree covered over that historical actuality cannot be dismissed as out of the question. So a genuinely critical historical inquiry is necessary if we are to get as close to the historical actuality as possible. Critical here, and this is the point, should not be taken to mean negatively critical, hermeneutical suspicion, dismissal of any material that has overtones of Easter faith. It means, more straightforwardly, a careful scrutiny of all the relevant data to gain as accurate or as historically responsible a picture as possible. In a day when evangelical, and even Christian, is often identified with a strongly right-wing, conservative and even fundamentalist attitude to the Bible, it is important that responsible evangelical scholars defend and advocate such critical historical inquiry and that their work display its positive outcome and benefits. These include believers growing in maturity • to recognize gray areas and questions to which no clear-cut answer can be given (‘we see in a mirror dimly/a poor reflection’), • to discern what really matters and distinguish them from issues that matter little, • and be able to engage in genuine dialogue with those who share or respect a faith inquiring after truth and seeking deeper understanding. In that way we may hope that evangelical (not to mention Christian) can again become a label that men and women of integrity and good will can respect and hope to learn from more than most seem to do today.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

The failure of competition is evident in the large and inexplicable differences in cost and quality for the same type of care across providers and across geographic areas. Competition does not reward the best providers, nor do weaker providers go out of business. Technological innovation diffuses slowly and does not drive value improvement the way it should; instead, it is seen by some as part of the problem. Taken together, these outcomes are inconceivable in a well-functioning market. They are intolerable in health care, with life and quality of life at stake. They are unsustainable in a sector that consumes a large and growing portion of the national budget.

Action Steps 1. Audit your current skill set. You have more areas of competence than you think. Throughout your life, you have amassed knowledge and specialized skills in a wide range of disciplines. That knowledge and those skills can prove useful to you in future endeavors. For example, I have a degree in Finance and Investments. Upon graduating from college, I accepted an accounting position with one of the top automakers. I then became a stockbroker. Then, I moved into a career in IT. For the past 20 years, I’ve been a writer in numerous capacities. Along the way, I learned about server management, Wordpress development and search engine optimization. All of these ventures imbued me with skills I use every day - in my business and personal life. Your experience has likewise instilled within you a raft of specialized skills. Many of them will help you to tackle unfamiliar tasks and projects, even if they seem unrelated to your current and previous jobs. 2. Focus on your desired outcomes rather than the things that might go wrong along the way. One of our survival instincts is to plan for things that might go wrong. In some circumstances, that’s a valuable quality that protects us from harm. It prevents us from strolling down dark alleys in unpopulated locales. It discourages us from petting strange dogs. In other circumstances, however, it can hold us back. The instinct prevents us from pursuing opportunities that can lead to improved aptitude as well as personal and professional growth. By focusing on your desire outcomes, you’ll find it easier to ignore your inborn fear of the unknown. You’ll be able to dismiss the voice in your head constantly whispering “What if XYZ happens?” 3. Look for opportunities to learn new skills. The self-confidence you’ll gain will make you less fearful of tackling unfamiliar tasks. Achieving a high level of competency in any discipline requires repeated exposure and application. There’s no other way to attain proficiency. The problem is a lack of courage. It’s normal to feel hesitant, or even intimidated, when we’re given a new responsibility.

What to Do with Freed Capacity Freeing capacity is a vital way for labor-intensive organizations to increase the proportion of revenue to labor. The effort, though, should not result in layoffs. Rather, freeing capacity enables an organization to accomplish one or more of the following outcomes: Absorb additional work without increasing staff Reduce paid overtime Reduce temporary or contract staffing In-source work that’s currently outsourced Create better work/life balance by reducing hours worked Slow down and think Slow down and perform higher-quality work with less stress and higher safety Innovate; create new revenue streams Conduct continuous improvement activities Get to know your customers better (What do they really value?) Build stronger supplier relationships Coach staff to improve their critical thinking and problem-solving skills Mentor staff to create career growth opportunities Provide cross-training to create greater organizational flexibility and enhance job satisfaction Do the things you haven’t been able to get to; get caught up Build stronger interdepartmental and interdivisional relationships to improve collaboration Reduce payroll through natural attrition

Study after study suggests that the pressure society places on women to stay home and do “what’s best for the child” is based on emotion, not evidence. In 1991, the Early Child Care Research Network, under the auspices of the National Institute of Child Health and Human Development, initiated the most ambitious and comprehensive study to date on the relationship between child care and child development, and in particular on the effect of exclusive maternal care versus child care. The Research Network, which comprised more than thirty child development experts from leading universities across the country, spent eighteen months designing the study. They tracked more than one thousand children over the course of fifteen years, repeatedly assessing the children’s cognitive skills, language abilities, and social behaviors. Dozens of papers have been published about what they found.23 In 2006, the researchers released a report summarizing their findings, which concluded that “children who were cared for exclusively by their mothers did not develop differently than those who were also cared for by others.”24 They found no gap in cognitive skills, language competence, social competence, ability to build and maintain relationships, or in the quality of the mother-child bond.25 Parental behavioral factors—including fathers who are responsive and positive, mothers who favor “self-directed child behavior,” and parents with emotional intimacy in their marriages—influence a child’s development two to three times more than any form of child care.26 One of the findings is worth reading slowly, maybe even twice: “Exclusive maternal care was not related to better or worse outcomes for children. There is, thus, no reason for mothers to feel as though they are harming their children if they decide to work.

Premium Pricing Improves Commitment We never want our clients to be in situations where it is easy for them to decide to not take our advice. Any time someone hires an outside expert, the ultimate outcome he seeks is to move forward with confidence. What is the value of good advice not acted upon? Yes, it is our job to tell him what to do, but that is often the easy part. We are equally obliged to give him the strength to do it. We are not meeting our full obligations to our clients when we make recommendations that they find easy to ignore. The price we charge for such guidance should be enough that our clients feel compelled to act, lest they experience a profound sense of wasted resources. There must be the appropriate amount of pain associated with our pricing. This implies the need for our pricing to change as the size of the client changes. Larger organizations need to pay more to ensure their commitment. Larger Clients Get Greater Value Another reason larger clients must pay more is they derive greater financial value from similar work we would do for smaller organizations. To charge John Doe Chevrolet what we would charge General Motors for the same work would be irresponsible of us. The larger client pays more to ensure his commitment to solving his problem and to ensure his commitment to working with us – and he pays more because we are delivering a service that has a greater dollar value to him. Reinvesting in Ourselves Of all the investment opportunities we will face in our lives, few will yield returns greater than those opportunities to invest in ourselves. Price premiums give us the profit to reinvest in our people, our enterprise and ourselves. The corporations that we most admire are the ones that invest in research and development. We must follow their path. While others get by on slim margins, winning on price, we will use some of our greater profit margins to better ourselves and put greater distance between our competition and us. Better Margins Equal Better Firms and Better Clients On these many levels, charging more improves our ability to help our clients and increases the likelihood that we will deliver high-quality outcomes. It allows us to select the best clients – those that we are most able to help. Like leaning into the discomfort of money conversations, charging more might not come naturally or seem easy, but it is better for everyone, including the client, and so this too we shall learn to do with confidence.

The absence of definite information concerning the outcomes of actions one has not taken is probably the single most important factor that keeps regret in life within tolerable bounds,” Danny wrote. “We can never be absolutely sure that we would have been happier had we chosen another profession or another spouse. . . . Thus, we are often protected from painful knowledge concerning the quality of our decisions.

High-achieving leaders keep their teams accountable for measurable objectives and for hitting milestones along the way. To do this, they work with their team members to write SMART goals: Specific What will be accomplished? With whom? Measurable How will we know the goal has been achieved? How will we measure it? (Quality, quantity, cost, timeliness?) Attainable Can the goal be accomplished? Does the person responsible have control over the outcome? Relevant How does this goal support our team’s One Thing? What is the relative priority of this goal? Time-framed When does this goal need to be completed? When are the checkpoints?

Conclude welfare outcomes during transport and consist of load density, transport period trailer design and ventilation, driving and handling quality, road and environmental conditions, and fitness of the animals.

Having developers share responsibility for the quality of the systems they build not only improves outcomes but also accelerates learning. This is especially important for developers as they are typically the team that is furthest removed from the customer. As Gary Gruver observes, “It’s impossible for a developer to learn anything when someone yells at them for something they broke six months ago—that’s why we need to provide feedback to everyone as quickly as possible, in minutes, not months.

factory automation services Our company majorly dedicated to serving clients having biodiesel plants. Our company has more than 60 engineers who are highly experienced and proficient. Moreover, all our professionals are expertise in different niche such as electrical, process, application, project, mechanical, chemical, civil, structural and controls too. Our professionals do the best possible job to ensure a favorable outcome. For factory automation services, we build and maintain the biodiesel plant. In this context, our experts follow the biodiesel plant construction standards that include plant size determination, selecting an appropriate site, permitting, biodiesel plant engineering, determining your equipment needs, assistance which plant installation, quality and BQ-9000 considerations, plant start up and training, plant management and planning for the future.

Having developers share responsibility for the quality of the systems they build not only improves outcomes but also accelerates learning.

Indeed, someone from the Anabaptist tradition might argue that minority status and persecution are the natural and predictable outcome of attempting to live a Christian life, and it is the communities that coexist comfortably with state power that have departed from the norm. What matters is not the size or numbers claimed by churches, but rather the quality of witness demonstrated by Christians in their particular circumstances. Of course, Christians were persecuted in seventeenth-century Japan, and in many other places before and since. And just as evidently, Christians have often experienced the status of being persecuted minorities, or, commonly, persecuted majorities, sometimes in societies they had once dominated. Why should any historically informed observer expect matters to be different? As the letter to the Hebrews declares, here, we have no abiding city.

What seems to differentiate good decision-makers out from others is their ability to frame issues, problems, and decision options, and turn them into the best possible outcomes.

a predetermined idea of the outcome. And if you don’t know how your drawing will (or should) appear, you will be forced to observe with more concentration. Finally, your drawing will have a contemporary quality because it is most certainly of your time. One of the many problems with traditional still-life concepts is that they are felt to be based on some vague historical aesthetic and, as in all noncreative revivals, are irrelevant to contemporary art.

there was no reason, he said, to trouble myself on that account, since research had proved that parental influence over personality outcomes was virtually nil. A parent’s effect lay almost entirely in the quality of his or her nurture and of the home environment, much as a plant will wilt or thrive according to where it is placed and how it is cared for, while its organic structure remains inviolable.

I don't judge the quality of my decisions by the outcome

The school culture creates press when it sets expectations that every student can master a high-standards curriculum. Principals create press when they expect teachers to teach the curriculum and to help each student reach the required mastery levels. Teachers can create press by expecting each student to learn the class’s objectives, by providing intellectually challenging and engaging work, by familiarizing students with the specific standards and criteria for work quality and quantity, and by the types and frequency of assignments and assessments they expect students to complete as evidence for accountability. Press also comes when school counselors include many demanding courses in students’ educational

These exercises were designed to get you thinking about the following concepts: Resulting is the tendency to look at whether a result was good or bad to figure out whether a decision was good or bad. Outcomes cast a shadow over the decision process, leading you to overlook or distort information about the process, making your view of decision quality fit with outcome quality. In the short-term, for any single decision, there is only a loose relationship between the quality of the decision and the quality of the outcome. The two are correlated, but the relationship can take a long time to play out. Luck is what intervenes between your decision and the actual outcome. Resulting diminishes your view of the role of luck. You can’t tell that much about the quality of a decision from a single outcome, because of luck. When you make a decision, you can rarely guarantee a good outcome (or a bad one). Instead, the goal is to try to choose the option that will lead to the most favorable range of outcomes. Making better decisions starts with learning from experience. Resulting interferes with that learning, causing you to repeat some low-quality decisions and stop making some high-quality decisions. It also keeps you from examining good-quality/good-outcome decisions (as well as bad-quality/bad-outcome decisions), which still offer valuable lessons for future decisions. Resulting reduces compassion when it comes to how we treat others and ourselves.

In order to become a better decision-maker, it’s imperative to actively explore all four of the ways that decision quality and outcome quality relate to each other.

RESULTING CHECKLIST ☐ How much is the outcome clouding your judgment (or someone’s judgment you’ve observed) about the quality of the decision? ☐ Even if bad decisions preceded a bad outcome, can you identify some good decisions made along the way? Can you identify some ways in which the process of coming to the decision was good? ☐ Even if good decisions preceded a good outcome, can you identify some ways the decision could have been better? Can you identify some ways in which the process of coming to the decision could be improved? ☐ What are the factors outside the control of the decision-maker (who might be you), including the actions of other people? ☐ What are the other ways things could have turned out?

Singapore has found a way to provide cost-effective quality healthcare for its citizens with superior outcomes as 25% the cost of the US and 40% the cost of Europe. Israel has created a start-up ecosystem to rival Silicon Valley. Finland and Singapore consistently rank among the highest in PISA scores although their spending per pupil is among the lowest of OEDC nations. Zwolle, a town in the Netherlands, makes roads out of recycled plastic which are cheaper, last longer and are environmentally friendly. The Dutch pension system is the envy of the world. Swiss citizens passed a law to limit their congress’s ability to impose obligations on future generations, eliminating the moral hazard of elected officials engaging in “buy now, pay later” policy enactments. Ireland, once among the poorest nations in Europe now ranks among its most prosperous. Through its “Citizens Assemblies”, Petri dishes used to form political consensus at the ground level on sensitive matters such as abortion and gay marriage, it has morphed from one of the conservative societies to among the most liberal. New Zealand has just introduced ‘naked vegetables’, requiring produce in supermarkets to be sold without plastic packaging.

Wikipedia: Pygmalion effect The Pygmalion effect, or Rosenthal effect, is a psychological phenomenon in which high expectations lead to improved performance in a given area. … … According to the Pygmalion effect, the targets of the expectations internalize their positive labels, and those with positive labels succeed accordingly; a similar process works in the opposite direction in the case of low expectations. The idea behind the Pygmalion effect is that increasing the leader's expectation of the follower's performance will result in better follower performance. … The educational psychologist Robert L. Thorndike described the poor quality of the Pygmalion study. The problem with the study was that the instrument used to assess the children's IQ scores was seriously flawed. The average reasoning IQ score for the children in one regular class was in the mentally disabled range, a highly unlikely outcome in a regular class in a garden variety school. In the end, Thorndike concluded that the Pygmalion findings were worthless. It is more likely that the rise in IQ scores from the mentally disabled range was the result of regression toward the mean, not teacher expectations. Moreover, a meta-analysis conducted by Raudenbush showed that when teachers had gotten to know their students for two weeks, the effect of a prior expectancy induction was reduced to virtually zero.

We followed him to a covered veranda. In America, we would call that a lemonade porch, however, in South Africa, they call it a stoep. A meeting place located outside the front of the home where friends and family can gather, and one can watch the rising or the setting of the sun in the cozy spot simply called a stoep. The stoep projected a natural ambience of peace and harmony, as a light breeze filled the space with its woodsy fragrance of pine and other natural fragrances inspired by the area’s shrubbery. It almost felt like it was hypnotizing one into a deeper state of tranquility, a state of existence that celebrated the quiet pockets of solitude where a richer from of living is housed. It made one slouch a little more meaningfully and relax the muscles of your body a little more conscientiously, as you let go of one’s innate need to think – to think to the point of hyper focusing on the meaningless details of life, for example, the incessant need to make every moment in life count… Yet, the stoep’s lesson of deeper living is simply the gift of becoming reacquainted with the joy of just being – open yet connected to now, without a higher purpose beyond that. Sometimes, the greatest gift that we can give ourselves is just to sit in the rawness of the moment without any outcome or intention in mind – except, to breathe in the life of the area around us. That is where my afternoon’s lesson ended, knowing that a stoep is a space where quality of human connection is made with or without the presence of any audience because it’s that space that celebrates the stillness of nothing and yet everything simultaneously, or in the words of Rumi: “In order to understand the dance, one must be still. And in order to truly understand the stillness, one must dance.” In South Africa that concept is lovingly called…Die Stoep, a space of possibility.

Not only were the best forecasters foxy as individuals, they had qualities that made them particularly effective collaborators—partners in sharing information and discussing predictions. Every team member still had to make individual predictions, but the team was scored by collective performance. On average, forecasters on the small superteams became 50 percent more accurate in their individual predictions. Superteams beat the wisdom of much larger crowds—in which the predictions of a large group of people are averaged—and they also beat prediction markets, where forecasters “trade” the outcomes of future events like stocks, and the market price represents the crowd prediction. It might seem like the complexity of predicting geopolitical and economic events would necessitate a group of narrow specialists, each bringing to the team extreme depth in one area. But it was actually the opposite. As with comic book creators and inventors patenting new technologies, in the face of uncertainty, individual breadth was critical. The foxiest forecasters were impressive alone, but together they exemplified the most lofty ideal of teams: they became more than the sum of their parts. A lot more.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

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Having thus worked on the exogenous variables to build a higher level of energy, we need to try to think of energy level as an internal quality of character that we can improve through a variety of means. Several ways to do this include mentally organizing tasks in a coherent, simple, prioritized way in our minds; reading and studying the stories of those who have lived particularly energetic lives (like Admiral Fisher); looking consciously for the good in the people we meet; focusing on the humor in difficult people and situations; accepting the things we cannot change; thinking about the long term and overcoming day-to-day frustrations by keeping them in perspective; and recognizing that the best end to a disagreement is the creation of a win-win outcome.

This story is not being told as much as it should be. In the late ’70s, the spread [or difference in interest rates] between mortgages at the consumer level and the 10-year US Treasury bond was about 450 basis points, or four and a half percent. Through securitization, we brought down that spread to about 150 basis points, or one and a half percent. When you think about the savings of America and the mechanism for home ownership, securitization was a foundational reason why more Americans were able to buy homes.III Changes to government-influenced underwriting characteristics, which first occurred in 2004, focused on having more people have home ownership and on reducing down payments. The result was that individuals with lower-quality credit would be able to get mortgages that previously would not have been available to them. These were typically called “subprime mortgages.” That led to the financial crisis. The structure of mortgage-backed securities remained strong and good and helpful for society. All good things, if not properly governed, can lead to bad outcomes. That’s what really happened.

feedback on quality, and bug fixing. These accelerate beneficial changes entering production, limit issues deployed, and enable rapid identification and remediation of issues introduced through deployment activities or discovered in your environments. Adopt approaches that provide fast feedback on quality and enable rapid recovery from changes that do not have desired outcomes. Using these practices mitigates the impact of issues introduced through the deployment of changes. Plan for unsuccessful changes so that you are able to respond faster if necessary and test and validate the changes you make. Be aware of planned activities in your environments so that you can manage the risk of changes impacting planned activities. Emphasize frequent, small, reversible changes to limit the scope of change. This results in easier troubleshooting and faster remediation with the option to roll back a change. It also means you are able to get the benefit of valuable changes more frequently. Evaluate the operational readiness of your workload, processes, procedures, and personnel

We can be motivated out the wazoo by gaining an understanding of all these power packed psychological truths yet somehow lack the basic engine needed to turn all that positive advice into the outcomes we desire. The science of quality management needs a seat at that table. Without it, a perplexing gap can be created when we set out to apply all that psychologically proven information to produce the specific type of life or career we want. Understanding how quality is defined, built, and managed was the missing link for me.

remember learning after entering Wharton in 1963 was that the quality of a decision is not determined by the outcome. The events that transpire afterward make decisions successful or unsuccessful, and those events are often well beyond anticipating. This idea was powerfully reinforced when I read Taleb’s book. He highlights the ability of chance occurrences to reward unwise decisions and penalize good ones. What is a good decision? Let’s say someone decides to build a ski resort in Miami, and three months later a freak blizzard hits south Florida, dumping twelve feet of snow. In its first season, the ski area turns a hefty profit. Does that mean building it was a good decision? No. A good decision is one that a logical, intelligent and informed person would have made under the circumstances as they appeared at the time, before the outcome was known. By that standard, the Miami ski resort looks like folly.

Clearly, the quality of a decision cannot be solely judged based on its outcome,

Or be really ambitious and recognize that weight is just a surrogate end point. Can you test whether once-per-hour standing at work will improve quality of life or decrease the incidence of disease or mortality?

The most effective way of dealing with policy resistance is to find a way of aligning the various goals of the subsystems, usually by providing an overarching goal that allows all actors to break out of their bounded rationality. If everyone can work harmoniously toward the same outcome (if all feedback loops are serving the same goal), the results can be amazing. The most familiar examples of this harmonization of goals are mobilizations of economies during wartime, or recovery after war or natural disaster. Another example was Sweden’s population policy. During the 1930s, Sweden’s birth rate dropped precipitously, and, like the governments of Romania and Hungary, the Swedish government worried about that. Unlike Romania and Hungary, the Swedish government assessed its goals and those of the population and decided that there was a basis of agreement, not on the size of the family, but on the quality of child care. Every child should be wanted and nurtured. No child should be in material need. Every child should have access to excellent education and health care. These were goals around which the government and the people could align themselves. The resulting policy looked strange during a time of low birth rate, because it included free contraceptives and abortion—because of the principle that every child should be wanted. The policy also included widespread sex education, easier divorce laws, free obstetrical care, support for families in need, and greatly increased investment in education and health care.4 Since then, the Swedish birth rate has gone up and down several times without causing panic in either direction, because the nation is focused on a far more important goal than the number of Swedes.

When you overfit decision quality to outcome quality, you risk repeating decision errors that, thanks to luck, preceded a good outcome. You may also avoid repeating good decisions that, because of luck, didn’t work out.

In the short-term, for any single decision, there is only a loose relationship between the quality of the decision and the quality of the outcome. The two are correlated, but the relationship can take a long time to play out.

You can’t tell that much about the quality of a decision from a single outcome, because of luck. When you make a decision, you can rarely guarantee a good outcome (or a bad one). Instead, the goal is to try to choose the option that will lead to the most favorable range of outcomes.

Robert Marzano (2007, p. 150) reviewed 100 studies related to classroom management. His metaanalysis found that “teachers who had high-quality relationships with their students had 31 percent fewer discipline problems, rule violations, and related problems over a year’s time than did teachers who did not have high-quality relationships with their students.” That means the outcome is 31% fewer negative interactions and 31% or more positive interactions with students—interactions that can include statements and questions that develop social-emotional learning. For

People speak of the profound injustice of the social arrangement, as it the fact that one man is born in favourable circumstances and that another is born in unfavourable ones—or that one should possess gifts the other has not, were on the face of it an injustice. Among the more honest of these opponents of society this is what is said: "We, with all the bad, morbid, criminal qualities which we acknowledge we possess, are only the inevitable result of the oppression for ages of the weak by the strong"; thus they insinuate their evil natures into the consciences of the ruling classes. They threaten and storm and curse. They become virtuous from sheer indignation—they don't want to have become bad men and canaille for nothing. The name for this attitude, which is an invention of the last century, is, if I am not mistaken, pessimism; and even that pessimism which is the outcome of indignation. It is in this attitude of mind that history is judged, that it is deprived of its inevitable fatality, and that responsibility and even guilt is discovered in it. For the great desideratum is to find guilty people in it. The botched and the bungled, the decadents of all kinds, are revolted at themselves, and require sacrifices in order that they may not slake their thirst for destruction upon themselves (which might, indeed, be the most reasonable procedure). But for this purpose they at least require a semblance of justification, i.e. a theory according to which the fact of their existence, and of their character, may be expiated by a scapegoat. This scapegoat may be God,—in Russia such resentful atheists are not wanting,—or the order of society, or education and upbringing, or the Jews, or the nobles, or, finally, the well-constituted of every kind. "It is a sin for a man to have been born in decent circumstances, for by so doing he disinherits the others, he pushes them aside, he imposes upon them the curse of vice and of work.... How can I be made answerable for my misery; surely some one must be responsible for it, or I could not bear to live."... In short, resentful pessimism discovers responsible parties in order to create a pleasurable sensation for itself—revenge.... "Sweeter than honey"—thus does even old Homer speak of revenge.

we don’t always know what we need, we don’t always know what’s right, until it happens, and that humility and openness to different outcomes and possibilities might actually be the most important qualities you can have as you search for your first (and third, and even final) job.

To get to the top of motor racing, to drive a Formula 1 car in one of the leading teams, you have to have certain qualities in the right proportion. One of them has always been much admired, and is now more important than ever: consistency. What matters is not a single outstanding move but your performance across the full duration of a race, a racing season, and indeed your career...Clearly consistency is not simply a natural talent within a driver, but the outcome of a long and tough physical programme which will allow us to give our best at all times and reach the end of a race - even the toughest - as fresh as we were to start.

To believe all of this, one has to believe in abundance, the idea that through innovation, efficiency, improved quality, new ideas, and exploration, we raise the potential outcomes for all in society. Abundance recognizes that improvements for others—which is what capitalist businesses are fundamentally about—ultimately can lead to improvements for all. And it is this efficient drive toward abundance that capitalism contributes to the social good.

parenting matters. Much more consistent than any of the associations in these studies is the association between parenting and child outcomes. Having books in your house and reading them to your kid is going to matter much more than what books they have at day care. This seems to be true even though your child probably spends as many waking hours with their care providers as with you. I don’t think we know precisely why this is the case, although it may be that you as the parent are the most consistent influence your child has. Second, childcare quality matters much more than which type of childcare you have. A high-quality day care is likely to be better than a low-quality nanny, and vice versa.

Ally’s experience has a positive outcome. So isn’t that an example of a child being resilient? Dr. Perry: Absolutely. But not because she was born resilient. Ally was able to show resilience in the face of tragedy due to the quality of loving relationships earlier in her life. Resilience is a capability that can wax and wane, not a permanent, innate trait.

Suraj solar and allied industries, Wework galaxy, 43, Residency Road, Bangalore-560025. Mobile number : +91 808 850 7979 Sun oriented streetlamps are a creative and practical lighting arrangement that bridles the force of the sun to enlighten streets, pathways, and public spaces. In urban communities like Bangalore, where energy proficiency and natural manageability are key needs, the reception of sun based streetlamps has been picking up speed. This article investigates the different parts of sun based streetlamps, including their advantages, estimating factors in Bangalore, an examination of various items, experiences into a main supplier like SuneaseSolar, ways to choose the right streetlamp, and rules for establishment and support. 1. Prologue to Sunlight based Streetlamps What are Sunlight based Streetlamps? Sun oriented streetlamps are independent lighting frameworks that bridle the force of daylight to enlighten open air spaces like roads, pathways, and public regions. These lights comprise of sun powered chargers, Drove lights, batteries, and a regulator to deal with the energy stream. Significance of Sun based Streetlamps Sun based streetlamps assume a significant part in improving wellbeing, security, and perceivability in metropolitan and provincial regions where customary lattice power might be untrustworthy or inaccessible. They offer a practical and productive lighting arrangement that decreases reliance on non-renewable energy sources and adds to a greener climate. 2. Advantages of Sun powered Streetlamps Energy Effectiveness Sun oriented streetlamps are profoundly energy-effective as they work by changing over daylight into power, taking out the requirement for lattice power. This outcomes in lower energy utilization and decreased fossil fuel byproducts, making them an economical lighting choice. Cost Reserve funds By using sun powered energy, sun based streetlamps help in chopping down power charges fundamentally over their life expectancy. The underlying interest in sun powered streetlamps is balanced by long haul cost reserve funds because of negligible upkeep prerequisites and no power costs. Ecological Effect Sunlight based streetlamps add to natural preservation by using inexhaustible sun oriented energy and decreasing carbon impressions. They help in fighting environmental change and advancing a cleaner, greener planet by diminishing dependence on non-sustainable power sources. 3. Factors Influencing solar street light price in bangalore Nature of Parts The cost of sun oriented streetlamps in Bangalore can change in view of the nature of parts utilized, like sun powered chargers, batteries, and Drove lights. More excellent parts frequently bring about better execution and strength, yet may come at a greater cost. Government Endowments and Motivators Government endowments and motivators can affect the last expense of sun based streetlamps in Bangalore. Different plans and projects might offer monetary help or tax reductions, making sunlight based lighting more reasonable and appealing for shoppers. Establishment and Support Expenses Extra factors like establishment and upkeep expenses can impact the general cost of sunlight based streetlamps. Legitimate establishment and normal support guarantee ideal execution and life span, prompting likely expense reserve funds over the long haul. 4. Examination of solar street light price in bangalore Market Investigation of Various Brands A correlation of sunlight based streetlamp costs in Bangalore ought to incorporate an examination of various brands and their contributions. Factors like brand notoriety, item quality, and after-deals backing can affect the cost and generally an incentive for purchasers. Highlights and Particulars While contrasting sun powered streetlamp costs in Bangalore, it's fundamental to consider the highlights and determinations presented by various models.

Choose any competitive situation that you’re in right now. Who is your opponent? Is it your teacher or coach, your boss, an unruly client? No matter how they’re treating you there is one way to not only earn their respect, but turn the tables. Excellence. That may mean acing an exam, or crafting an ideal proposal, or smashing a sales goal. Whatever it is, I want you to work harder on that project or in that class than you ever have before. Do everything exactly as they ask, and whatever standard they set as an ideal outcome, you should be aiming to surpass that. If your coach doesn’t give you time in the games, dominate practice. Check the best guy on your squad and show the fuck out. That means putting time in off the field. Watching film so you can study your opponent’s tendencies, memorizing plays, and training in the gym. You need to make that coach pay attention. If it’s your teacher, then start doing work of high quality. Spend extra time on your assignments. Write papers for her that she didn’t even assign! Come early to class. Ask questions. Pay attention. Show her who you are and want to be. If it’s a boss, work around the clock. Get to work before them. Leave after they go home. Make sure they see that shit, and when it’s time to deliver, surpass their maximum expectations. Whoever you’re dealing with, your goal is to make them watch you achieve what they could never have done themselves. You want them thinking how amazing you are. Take their negativity and use it to dominate their task with