Quotes About Evaluation

Once I throw, I immediately know how well I have done, or how badly, from the effort I have put in and the way the rhythm and technique comes together.

For me, the test of a good office is how clean its toilets are.

You wouldn't tolerate an underperforming surgeon in an operating theatre, or a underperforming midwife at your child's birth. Why is it that we tolerate underperforming teachers in the classroom?

I keep three kinds of books: those I want to read, those I want to reread, and those I want to reopen just to confirm how bad they are.

I reread my favorite books to make sure they're still perfect, but rereading them wears away at their perfection.

If I don't read at least one bad thing about myself every day I take a long look at my behaviour and try harder to be shocking.

There, don't you think I'm always a-fault-finding! When I get hold of the real thing in folks, I stick to 'em,—but there's an awful sight of poor material walking about that ain't worth the ground it steps on.

behave or feel. If you like what you see in the mirror, you feel a bit more worthy of My Love. When things are going smoothly and your performance seems adequate, you find it easier to believe you are My

Evaluate how well you are handling the adversity in your life. I don't waste anything, including your suffering.

When I finish something, I generally put it on the shelf, and I very seldom look at it unless somebody mentions it to me, and then I open the book, and I read it, and I say, "Did I do that?"

We live in a world of evaluations, assessments, and measurements, but Jesus turns his gaze deeper because he knows that what is measurable can be faked.

The first time you see something that you have never seen before, you almost always know right away if you should eat it or run away from it.

The fifth and most serious charge against relativism is an extension of the fourth weakness. The relativist cannot morally evaluate any clearly oppressive culture or, more specifically, any obvious tyrant.

The love of new ideas is a myth: we prefer ideas only after others have tested them.

The first day of a new team on a short deadline is fascinating anthropology. Everyone tries to figure everyone else out—who is talented, who has the same taste, who is easy or hard to work with, who has status—all at the same time they're trying to figure out the project itself.

The trap is that even if you find a good metric that avoids the trap IBM fell into, people will naturally, even subconsciously, work to game the metric.

You see a similar downward spiral at schools that try to measure teacher performance. They create new student tests for evaluating teachers that reduce time teachers have to teach real lessons, which lowers their scores, which, sad surprise, leads to more testing.

Over time, creative masters learn to find, evaluate, and explore more combinations than other people. They get better at guessing which combinations will be more interesting, so their odds improve. They also learn there are patterns that can be used to develop new ideas.

The problem was coherence. We certainly launched many things, but did it add up to making a better product?

By framing the problem around my simple scenario, we had a way to evaluate the merit of specific feature ideas: Will this feature get more people further along in the scenario? Will this get them more rewards when they publish? We decided feature ideas that address these goals were more important than all others.

the more complex performance reviews become, the less effective they are.

four big personal questions I asked everyone in e-mail once a month: What's going well? What's not? What do you want me to do more of? What do you want me to do less of?

When taking actions, wise people apply multiple models like a doctor's set of diagnostic tests. They use models to rule out some actions and privilege others. Wise people and teams construct a dialogue across models, exploring their overlaps and differences.

couldn't claim that I was smarter than sixty-five other guys—but the average of sixty-five other guys, certainly. —Richard Feynman