Samples Of Senior Quotes

I was so struck by Flow’s negative implications for parents that I decided I wanted to speak to Csikszentmihalyi, just to make sure I wasn’t misreading him. And eventually I did, at a conference in Philadelphia where he was one of the marquee speakers. As we sat down to chat, the first thing I asked was why he talked so little about family life in Flow. He devotes only ten pages to it. “Let me tell you a couple of things that may be relevant to you,” he said. And then he told a personal story. When Csikszentmihalyi first developed the Experience Sampling Method, one of the first people he tried it out on was himself. “And at the end of the week,” he said, “I looked at my responses, and one thing that suddenly was very strange to me was that every time I was with my two sons, my moods were always very, very negative.” His sons weren’t toddlers at that point either. They were older. “And I said, ‘This doesn’t make any sense to me, because I’m very proud of them, and we have a good relationship.’ ” But then he started to look at what, specifically, he was doing with his sons that made his feelings so negative. “And what was I doing?” he asked. “I was saying, ‘It’s time to get up, or you will be late for school.’ Or, ‘You haven’t put away your cereal dish from breakfast.’ ” He was nagging, in other words, and nagging is not a flow activity. “I realized,” he said, “that being a parent consists, in large part, of correcting the growth pattern of a person who is not necessarily ready to live in a civilized society.” I asked if, in that same data set, he had any numbers about flow in family life. None were in his book. He said he did. “They were low. Family life is organized in a way that flow is very difficult to achieve, because we assume that family life is supposed to relax us and to make us happy. But instead of being happy, people get bored.” Or enervated, as he’d said before, when talking about disciplining his sons. And because children are constantly changing, the “rules” of handling them change too, which can further confound a family’s ability to flow. “And then we get into these spirals of conflict and so forth,” he continued. “That’s why I’m saying it’s easier to get into flow at work. Work is more structured. It’s structured more like a game. It has clear goals, you get feedback, you know what has to be done, there are limits.” He thought about this. “Partly, the lack of structure in family life, which seems to give people freedom, is actually a kind of an impediment.

Neighbors turned surly; petty jealousies flared into denunciations made to the SA—the Storm Troopers—or to the newly founded Geheime Staatspolizei, only just becoming known by its acronym, Gestapo (GEheime STAatsPOlizei), coined by a post office clerk seeking a less cumbersome way of identifying the agency. The Gestapo’s reputation for omniscience and malevolence arose from a confluence of two phenomena: first, a political climate in which merely criticizing the government could get one arrested, and second, the existence of a populace eager not just to step in line and become coordinated but also to use Nazi sensitivities to satisfy individual needs and salve jealousies. One study of Nazi records found that of a sample of 213 denunciations, 37 percent arose not from heartfelt political belief but from private conflicts, with the trigger often breathtakingly trivial. In October 1933, for example, the clerk at a grocery store turned in a cranky customer who had stubbornly insisted on receiving three pfennigs in change. The clerk accused her of failure to pay taxes. Germans denounced one another with such gusto that senior Nazi officials urged the populace to be more discriminating as to what circumstances might justify a report to the police. Hitler himself acknowledged, in a remark to his minister of justice, “we are living at present in a sea of denunciations and human meanness.

Our troops know of the atrocities committed by the enemy and know that now it is a matter of life or death, we or they.’ A number of senior officers made it clear that they approved of revenge killing. When General Bradley heard soon afterwards that prisoners from the 12th SS Panzer-Division Hitler Jugend had spoken of their heavy casualties, he raised his eyebrows sceptically. ‘Prisoners from the 12th SS?’ ‘Oh, yes sir,’ the officer replied. ‘We needed a few samples. That’s all we’ve taken, sir.’ Bradley smiled. ‘Well, that’s good,’ he said.

Soon, there were other things that began to trouble Tyler. One type of experiment he and Erika were tasked with doing involved retesting blood samples on the Edisons over and over to measure how much their results varied. The data collected were used to calculate each Edison blood test’s coefficient of variation, or CV. A test is generally considered precise if its CV is less than 10 percent. To Tyler’s dismay, data runs that didn’t achieve low enough CVs were simply discarded and the experiments repeated until the desired number was reached. It was as if you flipped a coin enough times to get ten heads in a row and then declared that the coin always returned heads. Even within the “good” data runs, Tyler and Erika noticed that some values were deemed outliers and deleted. When Erika asked the group’s more senior scientists how they defined an outlier, no one could give her a straight answer. Erika and Tyler might be young and inexperienced, but they both knew that cherry-picking data wasn’t good science

Saving Saboteurs from Themselves John Henry, a senior management consultant with one of the world’s largest firms, advises a diverse portfolio of senior executive clients and boards. Though he’s found that the social dynamics impeding productive work are often the same wherever he goes, it can be difficult to broach the topic without raising his clients’ hackles. That’s why he keeps a copy of the CIA’s Simple Sabotage Field Manual, a set of guidelines devised by U.S. government officials to sabotage terrorist organizations from the inside, in his briefcase. Originally developed by the OSS during World War II, the Simple Sabotage Field Manual is a guide for, as the CIA puts it, “teaching people how to do their jobs badly.” Here’s a sample of some of the tactics our nation’s best intelligence officers recommend you use to undermine the operations and efficiency of a terrorist cell—or a typical American board meeting: When possible, refer all matters to committees for “further study and consideration.” Attempt to make the committees as large as possible—no fewer than five people. Make speeches. Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of personal experiences. Haggle over the precise wording of communications, minutes, resolutions. Bring up irrelevant issues as frequently as possible. Refer back to matters decided upon at the last meeting and attempt to reopen the question of the advisability of that decision.

Sample UFS Feedback Questionnaire My manager gives me actionable feedback that helps me improve my performance. My manager does not “micromanage” (i.e., get involved in details that should be handled at other levels). My manager shows consideration for me as a person. My manager keeps the team focused on our priority results/deliverables. My manager regularly shares relevant information from his/her manager and senior leadership. My manager has had a meaningful discussion with me about my career development in the past six months. My manager communicates clear goals for our team. My manager has the technical expertise (e.g., coding in Tech, accounting in Finance) required to effectively manage me. I would recommend my manager to other Googlers.

For almost a century, the school had been home to creative geniuses, radical thinkers, and innovators. Ellingham had no application, no list of requirements, no instructions other than, "If you would like to be considered for Ellingham Academy, please get in touch." That was it. One simple sentence that drove every high-flying student frantic. What did they want? What were they looking for? This was like a riddle from a fantasy story or fairy tale - something the wizard makes you do before you are allowed into the Cave of Secrets. Applications were supposed to be rigid lists of requirements and test scores and essays and recommendations and maybe a blood sample and a few bars from a popular musical. Not Elllingham. Just knock on the door. Just knock on the door in the special, correct way they would not describe. You just had to get in touch with something. They looked for a spark. If they saw such a spark in you, you could be one of the fifty students they took each year. The program was only two years long, just the junior and senior years of high school. There were no tuition fees. If you got in, it was free. You just had to get in.