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.

We want outcome quality to align with decision quality.

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.

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…

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

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.

AI is a tool, and it doesn't diminish the quality or validity of the outcome.

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

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

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

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

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

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.

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

One-pointed intention means holding your attention to the intended outcome with such unbending purpose that you absolutely refuse to allow obstacles to consume and dissipate the focused quality of your attention.

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.

If you take exactly the same steps, you will always reach exactly the same outcome regardless of your expectations, frustrations, pressures, or joy. The quality of your actions should not vary, and neither should your persistence in the face of challenges. I

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...

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.

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.

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.

I felt arrows of rage rising in me, fraught images spreading like bloodstains. There’s no point, I told myself. I reached for the ordinary decoys. It won’t get you anywhere. Think of the outcome you want and make sure you are moving towards it. Got to be practical. That’s what I always told the girls at school. There is so much in life that doesn’t matter, so many things that hold you back, hem you in and throw you off the scent of what’s important. Don’t get too bogged down in things that don’t count or things you cannot influence, and specifically don’t worry too much about making sure others know you’re in the right, because it so easily gets in the way of what you want and need. Become an expert at shrugging most of life off and free yourself for what really interests you. Hone your focus. Don’t bother with cleaning or tidiness beyond basic hygiene. Don’t make your appearance your primary concern. It will zap all your creativity. Be as self-sufficient as you dare. Sometimes you hold more strength when people don’t know what you think or feel, so be very careful whom you confide in. People can run with your difficulties when you least expect it, distort them, relish them even, and before you know it they’re not yours any more. Respect your privacy. And earn you own money or you’ll lack power. Take good care of your friendships, nurture them and they’ll strengthen you. Don’t turn frowning at the defects of other people into a hobby, delicious though it may be; it poisons you. Read every day—it is a practice that dignifies humans. Become a great reader of books and it will help you with reality, you’ll more easily grasp the truth of things and that will set you up for life. And don’t expose your brain to low-quality art forms because there will be a certain measure of pollution.

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.

If you want to improve your culture, implementing CD practices will help. By giving developers the tools to detect problems when they occur, the time and resources to invest in their development, and the authority to fix problems straight away, we create an environment where developers accept responsibility for global outcomes such as quality and stability. This has a positive influence on the group interactions and activities of team members’ organizational environment and culture.

Dropouts are only one outcome of bad quality. Poor learning outcomes, low employability of graduates, low productivity, and consequent low wages constitute another set of outcomes.

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Process is to cause, what outcome is to effect.

Prof. Pervez Hoodbhoy, a noted Physicist, asks that if Salat-e-Istasqa is performed, then why it does not rain often. He wrote: “The equations of fluid flow, not the number of earnest supplicants or quality of their prayers, determine weather outcomes.” The answer is that Salat-e-Istasqa is a voluntary prayer to ask Allah’s blessings. The collective performance of this prayer is not the replacement of physical efforts or understanding of physical phenomena. It only serves as a moment of reflection and reminder for the people who pray. For instance, when Qur’an says that Allah provides sustenance, it does not imply that we sit idle and do not engage in Kasb-e-Halal (legitimate economic enterprise). Likewise, if physical efforts or physical understanding can help in dealing with physical problems, then all efforts towards these ends shall be undertaken.

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.

To become a leader is to assume every responsibility for the outcome of the team, project, or program. It is to bring forward the team of its success and to bring oneself forward for failure.

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

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.

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.

Earning a diploma, certification, or degree and developing a skillset does not independently guarantee anything. They are a beginning. Everything, anything, or absolutely nothing can potentially happen as you spend the precious time you have to be alive. The exciting news is that you are a manufacturer, and with that comes tremendous power. As the manufacturer of your career and your life, you can create the outcomes you want.

The supervisory relationship provides the context and the environment wherein the learning process takes place and lays the foundation for the work that will occur in supervision. The quality of the working relationship between the supervisee and supervisor is one of the key components determining the outcomes of clinical supervision. The effectiveness of these relational interactions largely depends on the kind of person the supervisor is and his or her ability to establish and maintain a good connection with the supervisee.

A strain of newly minted “cyberlibertarian” ideals informed the early Internet, which assumed that a fairly minimal communications layer was sufficient; obviously necessary higher-level architectural elements, such as persistent identities for humans, would be supplied by a hypothetical future layer of private industry. But these higher layers turned out to give rise to natural monopolies because of network effects; the outcome was a new kind of unintended centralization of information and therefore of power. A tiny number of tech giants came to own the means of access to networks for most people. Indeed, these companies came to route and effectively control the data of most individuals. Similarly, there was no provision for provenance, authentication, or any other species of digital context that might support trust, a precious quality that underlies decent societies. Neither the Internet nor the Web built on top of it kept track of back links, meaning what nodes on the Internet included references to a given node. It was left to businesses like commercial search engines to maintain that type of context. Support for financial transactions was left to private enterprise and quickly became the highly centralized domain of a few credit card and online payment companies.

Regarding the importance of injuries and their effect on overall team performance, here’s a great example from the NFL: Tampa Bay’s offensive tackle Tristan Wirfs usually wouldn’t be considered a high-impact player. But when Tampa Bay met the Los Angeles Rams in the 2022 playoffs, Wirfs was injured and, because of the unique set of circumstances involving that game, his absence had a major impact. The Rams, led by all-world defensive tackle Aaron Donald, had a ferocious pass rush, and Tom Brady was not the most mobile of quarterbacks. Wirfs, who we normally graded at 1.3 points or so in the regular season, suddenly became a lot more valuable because of his injury—maybe worth as many as 6 points. Here’s why. With Wirfs out, his backup (normally worth 0.3 points) was also injured, but playing. Therefore, with an injury, he was worth no points. We knew the cumulative totals of that injury, along with Wirfs’s absence, were going to have a significant impact on the Bucs’ performance and the outcome of the game. Add the disappearance of wide receiver Antonio Brown, who had left the team weeks earlier, the loss of wide receiver Chris Godwin, and, therefore, the need for tight end Rob Gronkowski to stay inside to help block the pass rush, and I knew the Bucs were in trouble. I wagered accordingly and won the bet, largely because I knew that an injured offensive line was going to change the dynamics of this game. I would have acted differently in the same scenario if the team had a more mobile quarterback or a stronger running attack. Again, these are the special situations in which you have to understand the value of each player, the quality of the opponent, and the overall impact on the score of the game.

The War demonstrates the extent to which man is the key to the outcome of war,” wrote Michael Herzog. “The training and skill of the soldier, his motivation, the quality of the chain of command, initiative, courage and perseverance all underlie the War’s result far more than any weapons. Even in the era of technology, man still stands at the center of the picture.”50

When a group is higher in psychological safety, it’s likely to be more innovative, do higher-quality work, and enjoy better performance, compared to a group that is low in psychological safety. One of the most important reasons for these different outcomes is that people in psychologically safe teams can admit their mistakes. These are teams where candor is expected. It’s not always fun, and certainly it’s not always comfortable, to work in such a team because of the difficult conversations you will sometimes experience. Psychological safety in a team is virtually synonymous with a learning environment in a team. Everyone makes mistakes (we are all fallible), but not everyone is in a group where people feel comfortable speaking up about them. And it’s hard for teams to learn and perform well without psychological safety.

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.

The proliferation of many of these bad ideas has yielded reward mechanisms in academia that are upside down. The herd mindset is rewarded. Innovative thinkers are chastised. “Stay in your lane” academics are rewarded. Outspoken academics are punished. Hyper-specialization is rewarded. Broad synthetic thinking is scorned. Every quality that should define intellectual courage is viewed as a problem. Anything that adheres to leftist tenets of progressivism is rewarded. Those who believe in equality of outcomes receive top-paying administrative jobs. Those who believe in meritocracy are frowned upon. If they go unchecked, parasitic idea pathogens, spawned by universities, eventually start to infect every aspect of our society.

The Halo Effect, in other words, turns conventional wisdom about performance on its head. Rather than the evaluation of the outcome being determined by the quality of the process that led to it, it is the observed nature of the outcome that determines how we evaluate the process.6

The Italian medical landscape features crumbling hospitals, doctors trained on books rather than patients, pervasive corruption, and per capita spending one third that of the US. But, by any criteria, Italians are healthier. Because of their top-flight health care system? Hmmm. That stellar World Health Organization ranking was based entirely on two criteria, system fairness (access and cost distribution) and population health, ignoring quality-of-care measures such as medical competence or emergency room efficiency. This credited the system for outcomes far beyond its control.

Annie Duke, former world poker champion, psychologist, and author of two wonderful books on probabilistic thinking and decision making, has asked this question to hundreds of people around the world. The great majority responded with a decision that turned out well. This suggests that many people confuse the quality of the decision (how good was the process we used to make the decision with the information we had at the time?) with the quality of the outcome (how good was what happened after the decision?). Confusing the quality of the decision with the quality of the outcome is so prevalent that poker players have a term for it: resulting.[47]

Rob Stavins, a colleague of Richard’s at the Harvard Kennedy School for more than thirty years, summarizes this maxim well: “One of my greatest frustrations when reading the newspaper is when someone explicitly or implicitly judges the quality of a decision on the basis of its outcomes, rather than judging the quality of the decision in the context of information that was available at the time. A related pet peeve is when politicians and others claim that an improved economy, or decreased pollutant emissions, or some other raw change, is evidence of a policy success. The comparison that ought to be made is not how things have changed from time A to time B, but rather how things are at time B, compared with how they would have been without the policy.

Another industry ripe for disruption: healthcare. It’s true that healthcare can claim significant quality improvements in certain sectors—advanced procedures, drug treatments, devices. But many outcomes, like life expectancy and infant mortality, have not improved dramatically. The consumer experience has not improved for most of us. Meanwhile, costs have exploded. The average premium for family coverage has increased 22% over the last five years and 54% over the last ten years, significantly more than wages or inflation.

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The question is not whether or not we have needs—needs are a fact of our existence—but rather how we relate to them. When our only perspective is a personal view of need gratification (“my needs” or “your needs” being satisfied), we tend to relate to them with a quality of grasping. Depending on our conditioning, we may overlook the reality of others’ needs or erase the importance of our own. We may narrow our primary aim to gratifying certain needs and ignoring others, which often leads to conflict and tension. When we widen our view to a more universal perspective, to appreciating needs in and of themselves, we can remain fully committed to meeting both our own and others’ needs, without being defined by the outcome. Letting go doesn’t mean that we give up on our values, stop caring, or cease working for change.10 It means that we recognize that the outcome of our efforts is not completely in our hands because in many ways we don’t control the context.

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.

Contacting the universal quality of needs, the sense of identification with “my needs” or “your needs” can soften, and we experience the situation from a different perspective. All of the needs present matter, regardless of which person they happen to be located in. Out of this deeper connection, our need for compassion may rise to the surface and create the space for a different outcome.

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Social support is a biological necessity, not an option, and this reality should be the backbone of all prevention and treatment. Recognizing the profound effects of trauma and deprivation on child development need not lead to blaming parents. We can assume that parents do the best they can, but all parents need help to nurture their kids. Nearly every industrialized nation, with the exception of the United States, recognizes this and provides some form of guaranteed support to families. James Heckman, winner of the 2000 Nobel Prize in Economics, has shown that quality early-childhood programs that involve parents and promote basic skills in disadvantaged children more than pay for themselves in improved outcomes.36

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.

I generally agree with the media analysis of BTS’ success, such as good music, great dance moves, high-quality music videos, fashionable styles, and looks, as well as sympathetic lyrics for the young generation and proactive communication with fans. However, other idols all have and pursue these factors. I think BTS’ success was an outcome of reinforcing these elements in more earnest ways.

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You cannot, in other words, judge the quality of a decision by its outcome.

When an artist uses AI to create art, is it still art? Yes. AI is a tool, and it doesn’t diminish the quality or validity of the outcome.

Educational technology integration requires a holistic approach that considers not only the tools and platforms used but also the pedagogical practices and learning outcomes that drive student engagement and achievement.

Effective educational technology integration requires a culture of collaboration and continuous learning, where educators, administrators, students, parents and all stakeholders work together to leverage technology for positive educational outcomes.

Functionality of resources plays a pivotal role in defining quality education, as the effective utilization of resources directly impacts the learning outcomes and experiences of students.

Effective curriculum development requires continuous reflection and improvement, with educators constantly evaluating what works well and what could be enhanced to optimize student learning outcomes.

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.

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.

Relationship elements with the strongest correlation to successful therapeutic outcomes (Norcross, 2010) Useful questions for building relationships at an individual and team level Empathy “Involves entering the private, perceptual world of the other” and “communicating that understanding back to the client in ways that can be received and appreciated” (p. 118). How well do you really listen (listening like they are the most important person in the world)? Do you listen to the whole person (beyond their words)? How well do you sensitively communicate back your understanding of how you think the other person is feeling (feeling with another)? Alliance “The quality and strength of the collaborative relationship” (p. 120) How strong is your emotional bond to the other person? What can you do to strengthen it? What could be getting in the way of a stronger bond? Cohesion (in groups) “The forces that cause members to remain in the group” (p. 121) How do you help the team develop cohesion? What do you do that decreases team cohesion? What could you do more of to develop team cohesion? Goal Consensus and Collaboration “The therapist and client journey together toward a mutual destination” (p. 122) Does the relationship have a joint overriding purpose from which goals can be derived? What do you want to achieve together that you cannot do separately? What would success for this relationship look like? Adapted from Norcross (2010: 118–25)