Work Unbiased Quotes

A fair system only works if there’s an unbiased means of assessing merit. When there is no pride or selfishness involved.” He gives a soft snort, shaking his head. “Which means that fair systems cannot exist where people are involved.

Be very careful when you judge another human being. Do not measure anybody strictly based on the bad you see in them and ignore all the good. Be wary of any man who intentionally ignores another man's record of deeds or work history simply to impose their own agenda. Such a man's judgment lacks merit and should be disregarded immediately. Without a conscience, there is no truth in them.

No Geologist worth anything is permanently bound to a desk or laboratory, but the charming notion that true science can only be based on unbiased observation of nature in the raw is mythology. Creative work, in geology and anywhere else, is interaction and synthesis: half-baked ideas from a bar room, rocks in the field, chains of thought from lonely walks, numbers squeezed from rocks in a laboratory, numbers from a calculator riveted to a desk, fancy equipment usually malfunctioning on expensive ships, cheap equipment in the human cranium, arguments before a road cut.

A fair system only works if there’s an unbiased means of assessing merit.

science at its best was a flower of Western culture, unbiased, apolitical, transnational, open, and progressive. It destroyed superstition and cant. It threw at least a little light into the darkness. And it worked.

A “critic” is a man who creates nothing and thereby feels qualified to judge the work of creative men. There is logic in this; he is unbiased—he hates all creative, people equally.

I know of no significant advance in science that did not require major inputs from both cerebral hemispheres. This is not true for art, where apparently there are no experiments by which capable, dedicated and unbiased observers can determine to their mutual satisfaction which works are great.

There is not enough encouragement for people to seek counseling. Seeking counseling or third party, unbiased assistance is good for you. It is healthy. We all need a greater state of emotional health and we gain that by being able to process what we have been through, how we are feeling, as well as work through the issues we have ignored throughout our lives. Whether we want to acknowledge it or not, it is impacting our physical, mental, and, emotional health. Addressing these issues is important, so if you see a problem encourage counseling.

Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is, we harbor many unconscious—and unethical—biases that derail our decisions and undermine our work as managers. Hidden biases prevent us from recognizing high-potential workers and retaining talented managers. They stop us from collaborating effectively with partners. They erode our teams’ performance. They can also lead to costly lawsuits.

To derive the most useful information from multiple sources of evidence, you should always try to make these sources independent of each other. This rule is part of good police procedure. When there are multiple witnesses to an event, they are not allowed to discuss it before giving their testimony. The goal is not only to prevent collusion by hostile witnesses, it is also to prevent unbiased witnesses from influencing each other. Witnesses who exchange their experiences will tend to make similar errors in their testimony, reducing the total value of the information they provide. Eliminating redundancy from your sources of information is always a good idea. The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days.

Remember that some organizations, especially activist groups, have no obligation to rigorous, unbiased data. They are working to convince you to adopt their view of the world and thus aren't necessarily impartial [...] This type of bias or spin is common, and you need to be on the alert for it in the reports you read. In fact, bias is a major reason to get multiple kinds of trend data before drawing conclusions. Even if activist groups don't publish false information, they might leave out key data, which might lead you in another direction. If you read particularly alarming data, for example, a trend that says, "we're losing 10 percent of all bird species each year," you should make sure you verify it with other sources. In a world that moves as fast as ours does, sensational problems sometimes arise, but if it's really an issue, more than one expert will be covering it.

To derive the most useful information from multiple sources of evidence, you should always try to make these sources independent of each other. This rule is part of good police procedure. When there are multiple witnesses to an event, they are not allowed to discuss it before giving their testimony. The goal is not only to prevent collusion by hostile witnesses, it is also to prevent unbiased witnesses from influencing each other. Witnesses who exchange their experiences will tend to make similar errors in their testimony, reducing the total value of the information they provide. Eliminating redundancy from your sources of information is always a good idea. The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them.

Yoel Goldenberg makes exhibitions, photographs, models and media craftsmanship. His works are an examination of ideas, for example, validness and objectivity by utilizing an exhaustive methodology and semi exploratory exactness and by referencing documentaries, 'actuality fiction' and prominent experimental reciprocals. Yoel Goldenberg as of now lives and works in Brooklyn. By challenging the division between the domain of memory and the domain of experience, Goldenberg formalizes the circumstantial and underlines the procedure of synthesis that is behind the apparently arbitrary works. The manners of thinking, which are probably private, profoundly subjective and unfiltered in their references to dream universes, are much of the time uncovered as collections. His practice gives a valuable arrangement of metaphorical instruments for moving with a pseudo-moderate approach in the realm of execution: these fastidiously arranged works reverberate and resound with pictures winnowed from the fantastical domain of creative energy. By trying different things with aleatoric procedures, Yoel Goldenberg makes work in which an interest with the clarity of substance and an uncompromising demeanor towards calculated and insignificant workmanship can be found. The work is detached and deliberate and a cool and unbiased symbolism is utilized. His works are highlighting unplanned, unintentional and sudden associations which make it conceivable to overhaul craftsmanship history and, far and away superior, to supplement it. Consolidating random viewpoints lead to astounding analogies. With a theoretical methodology, he ponders the firmly related subjects of file and memory. This regularly brings about an examination of both the human requirement for "definitive" stories and the inquiry whether tales "fictionalize" history. His gathered, changed and own exhibitions are being faced as stylishly versatile, specifically interrelated material for memory and projection. The conceivable appears to be genuine and reality exists, yet it has numerous countenances, as Hanna Arendt refers to from Franz Kafka. By exploring dialect on a meta-level, he tries to approach a wide size of subjects in a multi-layered route, likes to include the viewer in a way that is here and there physical and has faith in the thought of capacity taking after structure in a work. Goldenberg’s works are straightforwardly a reaction to the encompassing environment and uses regular encounters from the craftsman as a beginning stage. Regularly these are confined occasions that would go unnoticed in their unique connection. By utilizing a regularly developing file of discovered archives to make self-ruling works of art, he retains the convention of recognition workmanship into every day hone. This individual subsequent and recovery of a past custom is vital as a demonstration of reflection. Yoel’s works concentrate on the powerlessness of correspondence which is utilized to picture reality, the endeavor of dialog, the disharmony in the middle of structure and content and the dysfunctions of dialect. To put it plainly, the absence of clear references is key components in the work. With an unobtrusive moderate methodology, he tries to handle dialect. Changed into craftsmanship, dialect turns into an adornment. Right then and there, loads of ambiguities and indistinctnesses, which are intrinsic to the sensation, rise up to the top

Here we introduce the nation's first great communications monopolist, whose reign provides history's first lesson in the power and peril of concentrated control over the flow of information. Western Union's man was one Rutherford B. Hates, an obscure Ohio politician described by a contemporary journalist as "a third rate nonentity." But the firm and its partner newswire, the Associated Press, wanted Hayes in office, for several reasons. Hayes was a close friend of William Henry Smith, a former politician who was now the key political operator at the Associated Press. More generally, since the Civil War, the Republican Party and the telegraph industry had enjoyed a special relationship, in part because much of what were eventually Western Union's lines were built by the Union Army. So making Hayes president was the goal, but how was the telegram in Reid's hand key to achieving it? The media and communications industries are regularly accused of trying to influence politics, but what went on in the 1870s was of a wholly different order from anything we could imagine today. At the time, Western Union was the exclusive owner of the nationwide telegraph network, and the sizable Associated Press was the unique source for "instant" national or European news. (It's later competitor, the United Press, which would be founded on the U.S. Post Office's new telegraph lines, did not yet exist.) The Associated Press took advantage of its economies of scale to produce millions of lines of copy a year and, apart from local news, its product was the mainstay of many American newspapers. With the common law notion of "common carriage" deemed inapplicable, and the latter day concept of "net neutrality" not yet imagined, Western Union carried Associated Press reports exclusively. Working closely with the Republican Party and avowedly Republican papers like The New York Times (the ideal of an unbiased press would not be established for some time, and the minting of the Time's liberal bona fides would take longer still), they did what they could to throw the election to Hayes. It was easy: the AP ran story after story about what an honest man Hayes was, what a good governor he had been, or just whatever he happened to be doing that day. It omitted any scandals related to Hayes, and it declined to run positive stories about his rivals (James Blaine in the primary, Samuel Tilden in the general). But beyond routine favoritism, late that Election Day Western Union offered the Hayes campaign a secret weapon that would come to light only much later. Hayes, far from being the front-runner, had gained the Republican nomination only on the seventh ballot. But as the polls closed his persistence appeared a waste of time, for Tilden, the Democrat, held a clear advantage in the popular vote (by a margin of over 250,000) and seemed headed for victory according to most early returns; by some accounts Hayes privately conceded defeat. But late that night, Reid, the New York Times editor, alerted the Republican Party that the Democrats, despite extensive intimidation of Republican supporters, remained unsure of their victory in the South. The GOP sent some telegrams of its own to the Republican governors in the South with special instructions for manipulating state electoral commissions. As a result the Hayes campaign abruptly claimed victory, resulting in an electoral dispute that would make Bush v. Gore seem a garden party. After a few brutal months, the Democrats relented, allowing Hayes the presidency — in exchange, most historians believe, for the removal of federal troops from the South, effectively ending Reconstruction. The full history of the 1876 election is complex, and the power of th

We go to known experts, trusted advisers, and knowledgeable friends to get unbiased and personally tailored recommendations. We thus avoid the work, discomfort, and information overload of making decisions that are difficult for us, but easy for them, given their knowledge and skill sets.

a quiet father of three who had moved his family from Illinois to the Washington suburbs to work for Obama, had been instructed to remain unbiased in picking the contents of the purple folder. The president had called on his second day in office to request ten letters, explaining that he wanted a representative sample: complimentary and critical, elegant and hurried.

Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

A fair system only works if there's an unbiased means of assessing merit. When there is no pride it selfishness involved." He gives a soft snort, shaking his head. "Which means that fair systems cannot exist where people are involved.

…an independent, nonprofit organization that works outside of government to provide unbiased and authoritative advice to decision makers and the public,”33 had documented that legal abortion improved the health of Americans.34

Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is, we harbor many unconscious—and unethical—biases that derail our decisions and undermine our work as managers. Hidden biases prevent us from recognizing high-potential workers and retaining talented managers.

Religion is inevitably something that demands faith, or belief from us. Given the variety of forms of religion, it is natural that definitions of faith are also various. One interpretation, based on our discussion thus far, is to say that faith involves the sincere taking of our entire past as a foundation while simultaneously looking forward to the creation of a bright future. While this is a somewhat narrow perspective of the notion of faith, it reflects at least two essential points. One is that no one can rearrange his or her past. Whatever may be in our past, we have to accept it. The second point is that the thinking consciousness is operating while being continually subjected to the powerful influences of the manas [mind of self-attachment]. Even the wholesome mental factors are working under the severe constraints of a deeply embedded selfish attachment that is utterly bereft of the ability to take an unbiased perspective on anything. The only recourse we have is to consciously accept our past without a struggle, and from the position of leverage provided by this awareness, elevate, deepen, and broaden our inclination toward the world of the Buddha. This is the first religious step of Yogācāra, it's foundational form of faith.

A fair system only works if there’s an unbiased means of assessing merit. When there is no pride or selfishness involved.” He gives a soft snort, shaking his head. “Which means that fair systems cannot exist where people are involved.

It is our constant endeavor to stand out as providers of unbiased health care and advice for you and your family’s clinical and cosmetic dermatology related needs. We have worked hard to acquire and periodically update the clinical skills that are essential to effectively prevent, diagnose, and treat all skin and hair-related ailments like acne scars and hair loss. The staff at the Garekar clinic has been handpicked to aid in the smooth deliverance of the therapies and also to provide the patients with a warm and courteous atmosphere at the clinic. Right from the time of inception, our skin clinic in Gurgaon has been equipped with only the state of the art technology like the ALMA Soprano PRO laser machine. This holds true to our notion that the skin clinic would adhere to strict quality guidelines from day one and no compromises would be made in inpatient care. Inception and Core Beliefs The initial concept of Garekars M.D. Dermatology Clinic evolved with our intention to deliver an outstanding experience to the people walking into a dermatology clinic. An experience that is the precise mix of clinical expertise and high service quality provided in a serene ambiance with the highest standards of hygiene. The treatment plans at the skin clinic are comprised of evidence-based and research-backed products and procedures that aid in regaining and maintaining healthy skin. Dermatologists and skin specialists in Gurgaon Dr. Siddharth Garekar & Dr. Gurveen Waraich Garekar are dermatologists in Gurgaon with 11+ years of experience in clinical and cosmetic treatments.

She was surprised to find that the more psychological safety a team felt, the higher its error rates. It appeared that psychological safety could breed complacency. When trust runs deep in a team, people might not feel the need to question their colleagues or double-check their own work. But Edmondson soon recognized a major limitation of the data: the errors were all self-reported. To get an unbiased measure of mistakes, she sent a covert observer into the units. When she analyzed those data, the results flipped: psychologically safe teams reported more errors, but they actually made fewer errors. By freely admitting their mistakes, they were then able to learn what had caused them and eliminate them moving forward. In psychologically unsafe teams, people hid their mishaps to avoid penalties, which made it difficult for anyone to diagnose the root causes and prevent future problems. They kept repeating the same mistakes.

I have left out much, but I feel that in suppressing it altogether, I should rob his sad story of all its moral significance; for it cannot be doubted that most of his unhappiness is attributable to the defective religious training of his childhood, and that his parents (otherwise the best and kindest people I have ever known) incurred a terrible responsibility when they determined to leave him "unbiased," as he calls it, at that tender and susceptible age when the mind is "Wax to receive, marble to retain." Madge Plunket.]

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