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In short, they had developed a power a power informed by what they had read and heard, and ampli ed by the way they saw it at work in the world They were not just taking the class; they were in some respects teaching it, and I found them inspirational They deserved a grade of A Those who got Cs, however, really caught my attention As you would naturally assume, some were lazy and did the bare minimum to get by But I was surprised to realize that a good number of them were every bit as industrious as those who got As They, too, did all the reading and understood the material well And like those who got As, they exuded ashes of brilliance, often trying to take their understanding to the next level.

The HOWs of celebration who gets the awards, who gets featured in the company newsletter, who is feted by the team at the annual retreat are often overlooked in group cultures, but they are vitally important to the nature of culture Companies that want A, however, often reward B My friend Steve Kerr, former chief learning of cer at GE and Goldman Sachs, rst wrote about this phenomenon more than 30 years ago in an article for the Academy of Management Journal called On the Folly of Rewarding A, While Hoping for B 8 I built a nice little model that illustrates the effect of a reward system on culture, he told me one day If you take a chance based on the best information available and you get it right, you get a small reward.

But when it came to coalescing it into an understanding and expressing their thoughts, they were stuck in a deep valley of confusion, struggling to get out They had taken the extra step and had gone for the deep knowledge, but missed it by a degree or two or kept slipping back, and couldn t express their thoughts in clear or cogent ways When I plotted it out on a graph it looked like Figure II1 The paradox was that the C students were actually further along than the B students They had traveled more ground and gone past the rst peak of basic understanding achieved by the Bs They were unable to command the power of the As, sure, but they were closer to the As than the Bs, further on the intellectual journey than the Bs.

The object was named objImg, but you can t tell what kind of object it is from the JavaScript alone. Whatever kind of object it is, it will be rendered invisible and the rest of the page will be redrawn, so this invisible object doesn t take up any space on the page as a result of this JavaScript. In addition to showing or hiding objects, you can change almost every property CSS can affect. The fastest way to apply style qualities to an object is to define a style within the HEAD element and to apply the entire style by name. In the following

If you take a chance based on the best information you have and you get it wrong, you get a medium-sized punishment If you take no chance, and just go along with the boss or go along with the majority, you get a small reward So what would you do 9 I had to think about it a moment; then I did the math and it became clear: Taking a chance and getting it right gets you about the same size reward as taking no chance Taking no chance avoids the possibility of getting it wrong In such a system, Steve concluded, you end up with tremendously risk-averse behaviors The leaders, lacking self-awareness, don t realize they ve caused this, and they complain about their gutless colleagues who take no chances But the culture ows from the rewards and punishments in place.

The good news/bad news story for those C students was, at semester s end, I had to give them a C for confusion But they revealed a com-.

the phases individuals undergo when coping with CFS: In Phase 1 of the CFS illness, the individual moves into a crisis mode after illness onset, wherein he or she experiences the traumatic aspects of a new illness In Phase 2, the person with CFS continues to experience chaos and dissembling, followed by the eventual stabilization of the individual s symptoms In Phase 3, the person with CFS moves into the resolution mode, as he or she works to accept the chronicity and ambiguity of this chronic illness and create meaning out of the illness experience Finally, in Phase 4, the person with CFS achieves integration, wherein he or she is able to integrate the pre- and post-illness self-concepts.