Video Games and Its Implications

Do you think playing a video game is nice? Of course not, if you go by the older convention. But in today’s modern worn video games are the most common form of entertainment among the people. The younger generation is more addicted to video games than the older ones.

How to play a video game?

To play a video game you need a game first. Then you need to put in your favourite game. You are ready to go after proper installation of the game. While you start playing you need to understand the rules and regulations of the play. If you are a good learner you will soon get success in the game.

The sooner you learn the more levels you can clear and get rewarded. With all these things these games are definitely entertaining. Besides being a source of entertainment it has certain other advantageous sides.

Advantages of playing these games are-

• Help in boosting memory- Though people are not aware of this fact but a video game can actually help to keep things I memory well. Through the games, a person has to constantly have a mental activity. This keeps the brain alert and active. Thus, things do not easily slip out of memory.

• Increase coordination- Thoughts will be more organized and the person ill be more coordinated in their work. This is largely because they would be influenced by the games which do follow an orderly process of progress.

• Cognitive health will be better- Studies have found out that along with memory, cognitive health becomes all the more better. This means that you will become focused in your work, and will be able to make better decisions.

• Less of stress and depression- most people live secluded and are hence unable to communicate with others. These games are a virtual world. In it by becoming live one can make virtual friends, communicate with them. This can make them stress-free, less depressed and livelier.

• Better decision making- you will be better in deciding things in real life. This condition is prompted by the instant decisions that one has to take while in the game.

Thus, it is quite evident that these games though are a source of entertainment also has much greater implications on the health of the players. So, anybody thinking that video games are negative should give a second thought to what they say. It is one of the important things to remember.

Swallow Tattoos Vs Sparrow Tattoos – Do You Know the Difference

Many people get swallow tattoos and sparrow tattoos mixed up. If you associate sparrow tattoos with a sailor he may get very upset with you. Many people use them interchangeably but there is a big difference. The majority of the bird tattoos that you see are swallows although many people call them sparrows. Learn the difference before getting the tattoo.

The birds themselves are very different. A swallow is a very common species. It has a beautiful blue color, with a long forked tail and curved, pointed wings. Sparrows are small, plump brown-grey birds with short wings. These are very different birds to be confused so easily. You very rarely see true sparrow tattoos.

If you do see sparrow tattoos, they are usually expressing some type of religious reference. Paraphrasing Matthew 10:29-31, Do not two sparrows sell for little value? Yet not one will fall to the ground without our Father’s knowledge…. Therefore have no fear. Ye are of more value than many sparrows.

On the other hand, swallow tattoos are very popular. These are the birds connected to sailors. Swallows tend to stay close to land so when a sailor would see a swallow, he knew that land was close. Another trait of the swallow is to return to the same mating place year after year. Sailors felt swallow tattoos were a charm to make sure they returned back home safely.

Swallow tattoos were also a sign of how seasoned a sailor was. New sailors would get their first tattoo after 5,000 miles at sea, then another after the next 5,000 miles. After that nautical star tattoos were used.

Because of the beautiful color of the swallow, there are many options when creating a design. A tattoo must be personal to be worthwhile. When you show your tattoo, you want to be able to tell a story. When designing your swallow tattoos, think about what makes it special to you. If you use your imagination you can make the tattoo express your feelings.

The best place to get great ideas on how to make your tattoo special is an online tattoo gallery. With membership to a good gallery you have unlimited access to thousands of high quality, professional designs that will make your tattoo stand above the rest. You can download as many designs as you want for no additional charge. Then you can take your time and put together a tattoo you will cherish for life.

360 Feedback: A Transformational Approach by Elva R Ainsworth – A Review

I have to say at the outset that 360° Feedback is a book that has surprised me; I was expecting a somewhat dour and tedious tome, but instead I have found a wonderfully informative book with many outstanding features. To name a few of them: the book is thorough, erudite, fluent, insightful, practical, compassionate as well as being passionate – Elva is a true advocate of the 360° Feedback process; not only has she read deeply in and around the topic, but she has also, as her text makes clear, done some serious work with serious organisations in enabling them to gain considerable benefits from the process. On top of all that, Elva has a real talent for one-liners or one sentence that perfectly encapsulates the core of what she wants to say. For example, “Acceptance of things the way they are is the route to happiness and satisfaction”, or “if you are highly commercial, for instance, you are highly unlikely to be very empathic”. This is a very direct and effective style of writing.

So what does the book cover? There are 11 chapters and we start with understanding change and what the conditions are for true, transformational change. Some of this may be familiar, but sometimes it is necessary to go back to basics: be clear on intentions, understand forces of resistance, design the intervention that leads to change that sticks – because it forms new actions, new habits. But from this base we move into 360° Feedback in chapter two and what it provides: data. Citing Craig Mundie, “Data is becoming the new raw material of business”, she goes on to identify the kind of data that works – that works at triggering effective change. For HR this data must be: Reliable, Valid, Credible, and Opinions, which a ‘well-constructed 360° tool’ provides, must comply with these three criteria. Step by step Ainsworth draws out the implications of data: what does it tell us, and what does it mean should be done? Alongside this, there is also plenty of illustrations of the kind of distortions that creep into data analysis, and which must be resisted.

Chapter 3 goes into the deeper philosophy of 360° Feedback and it is great to report that Ainsworth’s reading is not just the usual management suspects; she has read widely across a whole range of fields, so that, for example, Ken Wilbur becomes a frequently quoted guiding light in her deliberations. Then in chapter 4 we learn how to construct a 360° feedback assessment tool. There is some fabulous advice and insight in this chapter and anyone in HR or elsewhere seriously wanting to construct their own assessment must read this chapter. For example, the advice on the number of questions likely to be useful in covering a competency: 12 for leadership being a minimum but still too many, so then how to go back and re-define the competence. This chapter is quite brilliant in enabling the reader to understand how a 360° Feedback tool needs to be constructed.

Now the focus shifts: in Chapter 5-7 we consider how the feedback makes the individual subject feel, for if they are left feeling negative, then the whole process has become counter-productive. This is a huge issue; for it will come as no surprise that it is very easy for human beings to take a dim view of the process that is being done to them. We come to explore Ainsworth’s best techniques for preventing mishap, then. Effectively, the advice is really relevant not just to consultants, but all managers and coaches who have to feedback any aspect of an individual’s performance, but in this case it is specifically feedback from all across the organisation. There are too many good ideas to cover in this short review, but perhaps for me the most striking observation are the ones about the double-sided coin of listening and asking good questions. Doing this kind of work really does require advanced interpersonal skills, including the ability not to be phased under pressure.

Chapters 8-9 explore how the data can be misinterpreted and what to do about it. Finally, in chapters 10-11 we cover getting buy in from a ‘partner in the cause’, preferably someone senior; and a chapter on getting us to realise that unless 360° Feedback is integrated into some higher purpose is will not fulfil its potential for the organisation. It is in other words a feature contributing – hopefully – towards a much bigger benefit. All in all, then, a fabulous book.

That said though, I have to say that I have 3 reservations, not about the book per se, but about 360° Feedback generally; the book does not remove my reservations.

First, 360° Feedback seems to me, despite the claim that it can be done for ‘nothing’ – “It can be delivered at no cost” – an incredibly expensive undertaking. Forget even the cost of consultants and do it yourself, still the time taken to construct a really effective – reliable, valid, credible – instrument would be enormous; time taken to brief and get buy-in would be even more; and then we have all the time taken getting people to report on each other; and then the time taken to analyse the results and ensure correct data interpretation; followed by feedback and implementation itself. Phew! I mean, who can afford all this?

And second, I dislike 360° Feedback for another reason: namely, it seems to me a usurpation of the manager’s central function – to give feedback to his/her team members in order either to improve performance or enhance personal/career development. Why are we paying managers to do that if we need 360° Feedback to cover its tracks? Put another way, why aren’t the managers better? It’s as if we have a problem but rather than tackling the real problem we sort out another one instead.

But third, and this is where the book alas – because it is so good – only reinforces my prejudice: you need a PhD to implement 360° Feedback!!! How the everyday HR professional can find the time to master all the knowledge and skills they are going to need to make this happen flies in the face of reality so far as I am concerned. Sure, there will be those few – as there are for some a-typical psychometric or other esoteric tool or idea – who will love this stuff: indeed, getting their CEO to sign off on it will all be part of their own personal development programme – job done – but I cannot see this ever becoming mainstream as dynamic as it potentially is.

Thus, I conclude that this is a wonderful book, well worth reading, and mining for good ideas, but I am sceptical as to whether this really is a viable solution for any organisation (unless it has very deep pockets) to use to transform itself. There are other, I think, more effective tools, but here’s to Elva Ainsworth: I love her expertise and her enthusiasm, they are very contagious!