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Observation of t ¯ t H Production

A. M. Sirunyan (CMS Collaboration)
Phys. Rev. Lett. , 231801 – Published 4 June 2018
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The observation of Higgs boson production in association with a top quark-antiquark pair is reported, based on a combined analysis of proton-proton collision data at center-of-mass energies of s = 7 , 8, and 13TeV, corresponding to integrated luminosities of up to 5.1, 19.7, and 35.9 fb 1 , respectively. The data were collected with the CMS detector at the CERN LHC. The results of statistically independent searches for Higgs bosons produced in conjunction with a top quark-antiquark pair and decaying to pairs of W bosons, Z bosons, photons, τ leptons, or bottom quark jets are combined to maximize sensitivity. An excess of events is observed, with a significance of 5.2 standard deviations, over the expectation from the background-only hypothesis. The corresponding expected significance from the standard model for a Higgs boson mass of 125.09GeV is 4.2 standard deviations. The combined best fit signal strength normalized to the standard model prediction is 1.26 + 0.31 0.26 .

Do you want to do more research on feedback mechanisms?

Absolutely. We want to understand how all this works so that we can craft better mechanisms. I think it starts with creating a confirming environment and confirming relationships, where feedback of all kinds won’t lead to this threat state. An awful lot about organizations just doesn’t lend itself to such an environment: Competition for promotions. Negative financial results. Downsizing. These put up walls between people. We want to build structures without so many walls. It’s hard to do. But it’s solvable. We’ve taken one step.

I have to say, your performance in this interview was subpar. I was hoping for better.

Let me talk to another editor there. I’d bet they’d think it was pretty good.

A version of this article appeared in the January–February 2018 issue (pp.32–33) of .

Scott Berinato is a senior editor at and the author of

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Don't correct people when they make mistakes. Tell people how valuable they are - even if they aren't. Everyone gets a trophy. You deserve a Safe Space. Here's your free money. Sounds like "Snowflakes on Steroids". The reality is we don't respect ourselves and achieve because we are told we are valuable. We respect ourselves and achieve because we learn to get past the pain of negative feedback, then overcome our obstacles to succeed. Then we thank our detractors for the guidance. Pain is a wonderful teacher. While getting negative feedback can be painful, it is also helpful. Giving only positive feedback creates a terminal (positive feedback) loop ending in ultimate failure. Rather than preaching "don't give negative feedback", teach people how to bounce back, learn the lesson, and get better next time. While the methods and conclusions in this article may be correct and accurate, the incomplete context misleads people to incorrect decision making in management and interpersonal relationships.

Second, the best intelligence leaders remember that the president is not their only “client.” The intelligence community also has a responsibility to provide unbiased intelligence support to the U.S. Congress — a co-equal branch of government — and to periodically provide frank and unvarnished analytic assessments to the American public. In each case, this has to done without regard to the White House’s policy preferences or its existing narrative. Just imagine the confusion, for example, if intelligence community leaders were to tell the president one thing about the direction of a particular global issue, and tell a markedly different story to Congress and the American public.

Third, to maintain a high standard of objectivity, the best leaders I’ve worked with have insisted on the highest possible analytic and information gathering tradecraft, and relied on structured analytic and decision-making processes to filter out actual or unconscious biases. In other words, during periods of great stress, our best leaders rely on sound tradecraft as their safe harbor.

And finally, they work to create an inclusive, collaborative workplace culture in which it’s okay to challenge existing assumptions and in which alternative viewpoints are both encouraged and rewarded. This is what researchers call “psychological safety,” and it has been repeatedly found to be essential in a variety of industries, from hospitals to high tech firms .

For many years, I believed that the coin of the realm for the intelligence community was our ability to acquire and analyze secrets. I thought that our secrets were the key to guaranteeing the intelligence community’s continuing influence and access to the president and to other senior policymakers. Over time, however, I have come to believe that while the intelligence community’s secrets are important, it’s our objectivity that is most essential to fulfilling our mission and enabling the best possible national security decision-making.

Regardless of the work you do, prize your objectivity, and work every day to preserve it.

Michael P. Dempsey is the national intelligence fellow at the Council on Foreign Relations, a fellowship sponsored by the U.S. government. He is the former acting director of national intelligence. All opinions expressed in this commentary are solely those of the author.

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Thank you for posting this article. I think staying objective is becoming increasingly more important and also harder. There is so much information out there it can be overwhelming at times and social media has created echo chambers where individuals are becoming less tolerant to opinions that do not align with theirs.

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Language documenters, the call for the 2018 language legacies grant is open.

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The LINGUIST List issue 29.247, topic: Summer Schools, title: Summer Schools: A Training Program in African Linguistics and Language Documentation: Fieldwork Opportunity in Ghana/USA and Ghana
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