More Pages: Carter Page 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100


You can't become a champion without measuring your results
A Must Have for any Leader or Manager!!!!
A steal for the price - like buying 22 books in 1!

East Wing: Politics, the Press and a First Lady, May 8, 2002
East Wing -- A Look Back"East Wing" takes an interesting approach in its look back at the significance of the changes taking place in the 70s. The author does this through the prism of her own life and an activist First Lady. Capturing the changing times and how they impacted her life and then played out on one of the leading stages in the world -- the White House -- was informative and entertaining.
A tip of the hat to the book's author Mary Hoyt for reminding us just how much we have all changed and the significance of those changes. It is a book I want my daughter to read.
East Wing

The brain is revealing its secrets.The book begins by introducing the idea that our experience is not necessarily the same as the external world. The first chapter concerns discussion of "the stream of illusion". Like 'constant vision', our experience of 'constant consciousness' appears to be a merging of projected separate experiences -as in a film. (The quality thereof partly depending on the acting, one of which incidentally, is you). "The construction of our experience depends on merging the consciousness of one moment into the next" (p18). In both our experience of vision and consciousness therefore, some processing selection, by the brain, is implied. There is also a time gap. 1/5 of a second apparently passes between vision received by the brain, and our experience of it (p25). It is similar with our experience of consciousness, ie the 'illusion of immediacy' (p27). It is stated here that we apparently experience our lives (ie consciousness) 1/2 second out of sync with the external world (p29). (If you don't understand how tennis players return serves under this arrangement-don't worry-the brain just projects the real-time (but unconscious) return to us, and then backdates our experience of it, apparently (p29)).
Our tendency to miss things in our visionary field we are not 'primed' for is termed "inattentional blindness", whilst "change blindness", is when one fails to notice any change in their visual field, which can be surprisingly significant. (Sound like someone you know?). Similar 'misses' also apply to consciousness, and therefore also to beliefs etc.
At least 6 main ideas of consciousness are outlined-'property dualism' that mind is an aspect of matter, 'identity'-that mind=matter, 'agnostic'-that consciousness and matter are the one thing but not understood, 'emergence-that mind emerges from physical processes but is not identical to them, 'functionalism'-that mind is a process, and 'Cartesian dualism'-that mind and matter are two different things. Add to this 'panpsychism-everything has a 'spark' of life' or 'mind', elimativism, identity theory (eg Searle), and mysterians-those who believe we just can't figure out what consciousness is because we don't have the equipment to understand it, like a cat just can't do calculus (at least we don't think so)- the list goes on and on, providing endless hyper-activity for many philosophers, which is not altogether a bad thing.
Monism-the idea that consciousness and the observed universe are one, (and send your money to the following address to receive this Holy Oneness...sorry couldn't resist) is opposed to dualism -consciousness and the external world being two different things. Simple, except that The Matrix Has You.
First order and higher order theories of consciousness are discussed, in which 'doubling up' of knowledge is suggested to generate the experience of consciousness-the higher order of 'awareness' essentially being a representation of a representation. (The problem of infinite regress here could be nullified by the brain (?)).
Despite some contrary views, words are not essential for self-monitoring (p36). Einstein once said something like-"most of my thoughts are in concepts, not words". I happen to agree entirely-implying that words are essential for thought seems like ... nonsense to me.
One intriguing concept brought out by recent research is whether something that is emergent can have effects that work *downwards*, a concept sort of new to science. p69-"But if consciousness is something else- the non- physical thing it seems to be, there is no obvious way, given what we know of the material universe, that it can affect a change in the underlying brain state". (I actually disagree).
Other discussions include: consciousness as an emergent brain property, the concept of the quale (experience of eg 'red'), the Chinese Room, the self, 'backrooms of the brain', (eg autistic savants and enhanced special abilities), the delayed maturity of the human prefrontal cortex (making us rather silly as teenagers?), bottom up and top down processing within the brain (similar to how social organisations function), petit mal (temporary unconsciousness), 'free will' and readiness potential (sounds like 'free will battery' to me-p85), spandrels (Mr Gould) and consciousness are also given punctuated adaptive discussion (yours truly), and are we ultimately super egotistical zombies-that is machines which have the contrived vanity to think they are something other than machines? p96-99. I'll let you decide.
And finally, spirituality. Suggested here to be just another brain function (I agree, but a small kernel of doubt remains), despite much emotive appeal to the contrary. And what about formalised (and politicised) spirituality, ie 'religion'? Hardly gets a mention in this book, as it also didn't in Ms Carter's other very good book 'Mapping the Mind'. ('The God Part of the Brain' is a useful read in this field, incidentally). Methinks the neuroscientists are avoiding discussing this topic-too many thorns in that briar patch- evidently. And yet, spirituality and religion IS one of the things the brain consistently does, and this book IS about brain research. (Whether one is for or against 'religion' is not the issue, understanding brain processes behind it can only help to reduce obvious problems associated with it). There is a gaping vacuum here in brain research, I suggest. And we know what nature thinks of vacuums.
Something to think about. I also would have liked to see more evolutionary biology, but otherwise a very good overview.
Recommended for a wide range of interdisciplinary studies
True genius!

"I WILL PRAISE YOU FOR I AM FEARFULLY AND WONDERFULLY MADE."When your child is older and can read Psalm 139 (from the HOLY BIBLE) on his or her own it will make even more sense and beauty. The entire book is enthralling but especially the illustration inspired from verses 14-15 of Psalms 139! This particular illustration has a see-through version of a Mother's tummy with the baby inside. How perfect!
I highly recommend this book for parents to read to their child regularly! It's a very special book that illustrates a glimmer of our OMNIPOTENT AND OMNIPRESENT GOD! You won't be disappointed!
Thank you Joel!
God knows me!
Comfort for the Littlest

The most important book on phobias and their treatment.
Phobia Free A Medical Breakthrough linking 90% Of All Phobia
A must read for those suffering from OCD and Phobias

Superb!
POWERFUL!
Amazing!

Analyze your fighting
A Must!
Learning More About yourself...

Wonderful Glimpse Into the 1st Year of Med School!
a great relief and a great read
Well written and insightful account of a unique experience

Excellent if you fit a certain type
Did you ever wonder if you were gay?
Funny, but don`t just read it!Certainly useful if you are closeted, alone and scared, but also worth a look or two if you have rushed out without getting organized first (as I, and probably many others did!).


Love Bugs
Beautiful book
Loved it!
*Key elements of leading successful and result-driven change
*Tools, models, instruments, and strategies for leading change
*Trends and research on innovation, change and leadership
*Critical success factors and critical failure factors
*How to design, implement, and evaluate change and leadership initiatives (pp.viii-xi)".
In this context, D. Ulrich, M. Goldsmith, L. Carter, J. Bolt, and N. Smallwood (the editors) divide this invaluable book including twenty-two chapters of 'best practice' into three sections: (1). Transformational and Large Scale Change, (2). Fundamentals of Leading Change, (3). Transformational Leadership and Sustaining Results. They say, "we have different interests, clients, and approaches. We have each experienced successes and failures while hoping only for success. The failures were almost always failures to make correct assumptions about the fit between type of intervention, organizational system, and situation. It is these failures that help us learn; they make us humble and open our minds to different approaches...This fieldguide presents you with an array of choices for how to approach many complex situations. You will find many ideas that you can adapt to your own situation and needs. And, when you do lead change, lead with the same passion, humility, creativity, and commitment to stakeholders, customers, and excellence that have been exhibited by the change champions contributing to this book (from the Introduction)."
In the last chapter of the fieldguide, 'You Can't Be a Champion Unless You Keep Score,' John Sullivan focuses on importance of measuring results. He says that "If this were the Olympics, it would be obvious to all that you couldn't become a champion without measuring results. In fact, the definition of a champion is 'the one with the best results.' In the general business world the use of numbers and metrics is part of life...Within all major firms all projects, products, and business units are evaluated on the basis of numerical results. However, in direct contrast, we within HR resist using metrics, almost like developing them was the equivalent of a root canal...The Watson Wyatt Human Capital Index study demonstrated that the potential impact of people programs on a firm's overall market value could be as high as 47 percent. The road is clear and the time is right. HR must now seize this unprecedented opportunity to adopt metrics and to become the next 'corporate hero' (pp.279-283)"
Therefore, after saying "metrics are the fastest and the cheapest way to change behavior in business," he demonstrates:
I.Nine reasons to utilize metrics: (1). Meeting your goals, (2). Driving improvement, (3). Obtain funding, (4). Early warning a.k.a 'smoke detectors,' (5). Understanding critical success factors, (6). Shift to fact-based decisions, (7). Metrics change behaviors, (8). Eliminate confusion, (9). Builds coordination/cooperation.
II.Eight steps in developing metrics: (1). Select a metric for each program goal, (2). Choosing between soft and hard metrics, (3). Understanding the different categories of business impact, (4). Selecting simple but attention-getting metrics, (5). Understanding the characteristics of great measures, (6). Selecting from standard HR metrics, (7). Selecting from advanced metrics, (8). Building the business case for increased HR funding.
III.Eleven decision factors for approving HR projects: (1). A low initial investment, (2). The project has a high ROI, (3). Similar projects implemented elsewhere have a high success rate or a low risk of failure, (4). The project starts right away without a long delay, (5). There is a short payback period, (6). The project has a complete set of accurate results metrics and a method for collecting metric information, (7). No new headcount is required, (8). The project has negative consequences for failure built in, (9). The program gives us a competitive advantage over other firms, (10). The program can demonstrate that it increases worker productivity, (11). A project team is credible and has high success rate on previous projects.
Finally, Sullivan writes, "HR professionals understand that the world of business has recently lost its tolerance for decisions made without facts and for programs that don't produce measurable results...Metrics can provide you with the opportunity to be superior performer by letting you know unambiguously where you are and how far you have to go. Your future path is clear; you can't become a champion...without measuring your results (pp.297-298)."
I highly recommend this invaluable fieldguide to all change champions of the future.