Creating a self portrait is not your typical selfie! When I taught in the traditional classroom, creating self portraits was something I had students do whether they were four or nine. In fact, I'd have them draw one on the first day of school and one toward the end of the year and to see the change over time was always so interesting. At least once during the year, likely toward the beginning, I would center a lesson around self portraits. In younger classes, there would be more than one. Creating a self portrait teaches students to be aware of themselves. Where is her head in relation to her body? Where are her feet in relation to her legs? It also teaches children spatial awareness. Where should he beginwith his feet or with his head? Where on the paper should his head be placed? How far down should his arms go? How can his whole body fit on a single piece of paper? A Lesson on Creating Self Portraits Whether you are in a classroom, or teaching a child at home, here is a simple lesson on creating self portraits geared toward young children, anywhere from age 2 through age 6. Keep in mind that their final product will show various levels of writing development, depending on what stage of writing they are in. (Basically, a two-year-old's drawing should look very different than that of a five-year-old.) The teacher will need to model how to draw a self portrait. Gather the children around an easel or board and clip a paper to it. Narrate the process as you walk through the steps. "I am going to draw a picture of myself. I am going to start with my head." Use your hands to show your actual head on yourself so students are aware of what you talking about. The visuals also help English Language Learners (if you're teaching in an English speaking classroom.) and build vocabulary for all students. How long would the author wait before they had the children do a second self portrait? A. five years later B. almost a full school year C. when they graduate high school D. not enough information
B

Companies, communities, families, clubs, and other clumps of humans all have some inherent social dynamics. At a simple level there are leaders and followers, but in reality the lines are rarely as clear as that. Many leaders, with a common example being some founders, have tremendous vision and imagination, but lack the skills to translate that vision into actionable work. Many followers need structure to their efforts, but are dynamic and creative in the execution. Thus, the social dynamic in organizations needs a little more nuance. This is where traditional management hierarchies break down in companies. You may have your SVPs, then your VPs, then your Senior Directors, then your Directors, and so on, but in reality most successful companies don't observe those hierarchies stringently. In many organizations a junior-level employee who has been there for a while can have as much influence and value, if not more, than a brand new SVP. As such, the dream is that we build organizations with crisp reporting lines but in which all employees feel they have the ability to bring their creativity and ideas to logically influence the scope, work, and culture of the organization. Sadly, this is where many organizations run into trouble. It seems to be the same 'ol story time after time: as the organization grows, the divide between the senior leadership and the folks on the ground widens. Water cooler conversations and bar-side grumblings fuel the fire and resentment, frustrations, and resume-editing often sets in. So much of this is avoidable though. Of course, there will always be frustration in any organization: this is part and parcel of people working together. Nothing will be perfect, and it shouldn't befrustration and conflict can often lead to organizations re-pivoting and taking a new approach. I believe though, that there are a lot of relatively simple things we can do to make organizations feel more engaging. What is probably true about John? A. John likes sweet foods B. John hates sweet foods C. John never eats sweet foods D. not enough information
A

*Question*
Kurt Vonnegut, writer and famous speech giver at US university graduation ceremonies, made this point to one group of soon-to-be-non-students: If this isn't nice, I don't know what is. It is the end of a story about his grandpa who, on a summer's afternoon, would find the shade of a tree under which he could rest with a glass of homemade lemonade. The family didn't have a lot of cash, the grandpa worked hard every day of his life, but no matter how relentless the day-to-day was, he would always repeat this phrase as a reminder to those around him that, at the end of the day, this is all still amazing to be part of. This kind of optimism, as you might call it, can often disappear in a flash in the busy-ness of business or school. Things become impossible, hardgoing, relentless(ly difficult). And the reasons we give for that busyness nearly always involve someone or something else - the system, the job, the weather... For many years, people would ask the salutary "how are you?" and my answer was a stock one: "I'm tired." It was my wife who pointed it out to me, presumably because everyone else was too polite to express their boredom with my reply. The fact is, most people feel tired most of the time, until they make a switch in their life. That switch is deciding that the only person who can turn that frown upside down, who can make crazy stuff happen (or attempt to, and enjoy the process), is you. And in Vonnegut's case, that switch came from saying out loud the one phrase that brings us back to the good elements in what we or our team or our family is doing at any given moment: If this isn't nice, I don't know what is. Who is the famous writer at speech giver at US university graduations? A. Kurt Vonnegut B. Kurt's grandpa C. not enough information D. the author's wife
**Answer**
A