11/2/15, 9:10 AMStrategies for Learning from Failure
Page 1 of 20https://hbr.org/2011/04/strategies-for-learning-from-failure
LEADERSHIP
Strategies for Learning from
Failure
by Amy C. Edmondson
FROM THE APRIL 2011 ISSUE
The wisdom of learning from failure is incontrovertible. Yet organizations that do itwell are extraordinarily rare. This gap is not due to a lack of commitment tolearning. Managers in the vast majority of enterprises that I have studied over the
past 20 years—pharmaceutical, financial services, product design, telecommunications, and
construction companies; hospitals; and NASA’s space shuttle program, among others—
genuinely wanted to help their organizations learn from failures to improve future
performance. In some cases they and their teams had devoted many hours to after-action
reviews, postmortems, and the like. But time after time I saw that these painstaking efforts
led to no real change. The reason: Those managers were thinking about failure the wrong
way.
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11/2/15, 9:10 AMStrategies for Learning from Failure
Page 2 of 20https://hbr.org/2011/04/strategies-for-learning-from-failure
Most executives I’ve talked to believe that failure is bad (of course!). They also believe that
learning from it is pretty straightforward: Ask people to reflect on what they did wrong and
exhort them to avoid similar mistakes in the future—or, better yet, assign a team to review
and write a report on what happened and then distribute it throughout the organization.
These widely held beliefs are misguided. First, failure is not always bad. In organizational
life it is sometimes bad, sometimes inevitable, and sometimes even good. Second, learning
from organizational failures is anything but straightforward. The attitudes and activities
required to effectively detect and analyze failures are in short supply in most companies,
and the need for context-specific learning strategies is underappreciated. Organizations
need new and better ways to go beyond lessons that are superficial (“Procedures weren’t
followed”) or self-serving (“The market just wasn’t ready for our great new product”). That
means jettisoning old cultural beliefs and stereotypical notions of success and embracing
failure’s lessons. Leaders can begin by understanding how the blame game gets in the way.
The Blame Game
11/2/15, 9:10 AMStrategies for Learning from Failure
Page 3 of 20https://hbr.org/2011/04/strategies-for-learning-from-failure
Failure and fault are virtually inseparable in most households, organizations, and cultures.
Every child learns at some point that admitting failure means taking the blame. That is why
so few organizations have shifted to a culture of psychological safety in which the rewards
of learning from failure can be fully realized.
Executives I’ve interviewed in organizations as different as hospitals and investment banks
.
The document discusses the concept of product/market fit and how it is essential for startup success. It describes how startups must find a widespread set of customers that resonate with their product. It also discusses how the market can pull successful products out of startups in a great market with potential customers. The document then discusses how the Five Whys technique can be used to make incremental investments to evolve a startup's processes gradually by tying investments directly to preventing the most problematic symptoms and discovering the root causes of problems. An example is provided of how Five Whys was used to develop a member training system at SkyNet Stanford by addressing problems and making proportional investments at each level of the hierarchy.
Entrepreneurs are not immune to blind spots that can slow progress and threaten the survival of their ventures. Typical blind spots include unwavering beliefs in things that are no longer true, underestimating gaps in knowledge, and being unaware of critical knowledge gaps. To mitigate these blind spots, entrepreneurs should understand potential blind spots, develop clear mitigation plans, and continually investigate and assess blind spots by embedding their evaluation into leadership activities. Doing so can provide advance warning to respond appropriately to impending consequences of blind spots.
White Paper Report - Technology Industry Draft (00000002)Tracey Kelly
This document discusses the top 10 human resource issues facing small to medium sized technology companies. It begins with an executive summary of the report and an overview of common people management challenges. It then lists and describes the top 10 issues: 1) retaining employees, especially talent, 2) attracting talent, 3) managing leadership, 4) leadership support and guidance, 5) the fast pace of work, 6) employee engagement, 7) productivity, 8) learning and development, 9) transitioning skills, and 10) rewards including compensation and benefits. The document concludes by explaining how an HR consulting firm called PCHR can help technology companies address these people management challenges.
Why are employees’ hesitant to reveal to the top authorities that one of their organization's product/service is a "failure" or why can't the VPs of an organization uncover to the President the absence of accomplishment of one of the organization's divisions?
In the near future when the dust settles… And it will… if you want to hit these low marketing costs and get a head start on your competition you need to get your digital marketing plan in order yesterday. Cause when that time comes and the world goes back to normal you need to hit the ground running.
The document discusses looking beyond simply blaming individuals for corporate failures and instead examining the organizational culture and systems that may have contributed to the problem. It recommends using a technique called Root Cause Analysis (RCA), where a group discusses the underlying reasons for issues rather than just the human involvement. RCA helps organizations identify systemic causes so they can implement comprehensive preventative actions and avoid future failures. The document also lists warning signs that an organization may be at risk of preventable problems and suggests simple changes organizations can make to reduce risks.
If anything became clear this past year when it comes to cyber security, it’s that no one is immune from a successful attack. While a certain flow of news-making breaches are to be expected, this past year was more of a waterfall than a trickle. In addition to the many retailers that were breached, there was healthcare, eCommerce, government agencies, and well-known tech companies and financial services brands that are household names.
This HP playbook is designed to close the disconnect between how senior leadership at most enterprises are currently prepared to publically respond to a serious data breach and what they actually need to know and have in place to be successful.
The document discusses the concept of product/market fit and how it is essential for startup success. It describes how startups must find a widespread set of customers that resonate with their product. It also discusses how the market can pull successful products out of startups in a great market with potential customers. The document then discusses how the Five Whys technique can be used to make incremental investments to evolve a startup's processes gradually by tying investments directly to preventing the most problematic symptoms and discovering the root causes of problems. An example is provided of how Five Whys was used to develop a member training system at SkyNet Stanford by addressing problems and making proportional investments at each level of the hierarchy.
Entrepreneurs are not immune to blind spots that can slow progress and threaten the survival of their ventures. Typical blind spots include unwavering beliefs in things that are no longer true, underestimating gaps in knowledge, and being unaware of critical knowledge gaps. To mitigate these blind spots, entrepreneurs should understand potential blind spots, develop clear mitigation plans, and continually investigate and assess blind spots by embedding their evaluation into leadership activities. Doing so can provide advance warning to respond appropriately to impending consequences of blind spots.
White Paper Report - Technology Industry Draft (00000002)Tracey Kelly
This document discusses the top 10 human resource issues facing small to medium sized technology companies. It begins with an executive summary of the report and an overview of common people management challenges. It then lists and describes the top 10 issues: 1) retaining employees, especially talent, 2) attracting talent, 3) managing leadership, 4) leadership support and guidance, 5) the fast pace of work, 6) employee engagement, 7) productivity, 8) learning and development, 9) transitioning skills, and 10) rewards including compensation and benefits. The document concludes by explaining how an HR consulting firm called PCHR can help technology companies address these people management challenges.
Why are employees’ hesitant to reveal to the top authorities that one of their organization's product/service is a "failure" or why can't the VPs of an organization uncover to the President the absence of accomplishment of one of the organization's divisions?
In the near future when the dust settles… And it will… if you want to hit these low marketing costs and get a head start on your competition you need to get your digital marketing plan in order yesterday. Cause when that time comes and the world goes back to normal you need to hit the ground running.
The document discusses looking beyond simply blaming individuals for corporate failures and instead examining the organizational culture and systems that may have contributed to the problem. It recommends using a technique called Root Cause Analysis (RCA), where a group discusses the underlying reasons for issues rather than just the human involvement. RCA helps organizations identify systemic causes so they can implement comprehensive preventative actions and avoid future failures. The document also lists warning signs that an organization may be at risk of preventable problems and suggests simple changes organizations can make to reduce risks.
If anything became clear this past year when it comes to cyber security, it’s that no one is immune from a successful attack. While a certain flow of news-making breaches are to be expected, this past year was more of a waterfall than a trickle. In addition to the many retailers that were breached, there was healthcare, eCommerce, government agencies, and well-known tech companies and financial services brands that are household names.
This HP playbook is designed to close the disconnect between how senior leadership at most enterprises are currently prepared to publically respond to a serious data breach and what they actually need to know and have in place to be successful.
Global Compliance Associates (GCA) provides risk management consulting services to help clients improve their risk management programs and governance. GCA assesses clients' risk management maturity using its Risk Maturity Model diagnostic tool. GCA consultants have over 70 years of experience creating effective risk management frameworks. GCA's services include risk assessments, information security consulting, and advising boards on improving their oversight of risk management. The goal is to help clients better anticipate uncertainties, make informed decisions despite imperfect information, and avoid common risk management pitfalls like relying solely on averages.
Failure Resume. Embracing Failure for GrowthThe FaSheila Espinoza
The document discusses embracing failures and learning from mistakes through a "failure resume". It introduces the concept of a failure resume, which highlights one's resilience, adaptability, and growth from overcoming challenges. The failure resume focuses on lessons learned from setbacks and proving one's ability to bounce back, learn, and adapt. It exhibits transparency and honesty. The company BestResumeHelp.com assists with crafting failure resumes that showcase growth from failures in a compelling way to employers.
Digital Health Success Stories (and Failures) Report - Part 2Tom Parsons
Part 2 of our report looks closely at some of the high profile failures to date in order to highlight warnings signs for projects and collaborations in the future. You’ll hear from Skip Fleshman, General Partner at Asset Management Ventures, about his perspective on the enormous investment being pumped into the market and how it should be managed. You’ll get an insider view from Cure Forward and Imperial College Health Partners about some of the reasons behind failures they have experienced and what we can learn from them. And through 2 case studies, you’ll learn more about how transparent and accurate results and trials are integral to ongoing development and success.
- Small organizations have limited resources, making traditional SPI approaches difficult. This paper proposes a minimalist approach of making small, incremental changes that collectively achieve CMMI practices.
- The approach involves identifying business problems and implementing small actions to solve them, measuring effects, and iterating. This has advantages of immediate results and accelerated adoption.
- Three ways small organizations implement CMMI are through knowledge sharing with others, purchasing pre-packaged solutions, or modifying the learning curve with minimal changes. The paper focuses on the third approach in detail.
- A case example demonstrates implementing a series of small process changes over time to address identified project issues in a controlled manner. This minimalist approach spreads costs and shows quick benefits
COVID-19: The future of organisations and the future of technical communicationEllis Pratt
The COVID-19 coronavirus is having a huge impact on people and organisations. With so many things that could be about to change, how should technical communicators respond? What’s your plan for the future?
In this presentation, we looked at:
How organisations might change during and after the COVID-19 lockdown
What that means for technical communication, and how you can come back stronger than ever
What technical communicators can do to help, and how you can deal with this crisis
How other technical communicators responded when we asked them for their views
Fast Thinking: Reinventing Strategy for a Digitally-Disrupted WorldCapgemini
- Companies should pay attention to where startups are addressing customer pain points and identifying areas where their business model is making customers unhappy in order to anticipate disruptions. Leading indicators like new products from unconventional competitors gaining popularity can provide early warnings.
- Most companies focus too much on short-term operations and lagging financial indicators rather than considering future threats from leading indicators. The print news industry failed to anticipate digital disruption because executives focused on costs like union contracts rather than the shift to digital.
- When faced with disruption, companies typically go through stages of denial, alarm, and then trying to stamp out the disruption rather than adapting. Successfully responding requires openness to change, collaboration between divisions, and a willingness to abandon
1. What are the differences between the individual rights perspect.docxjackiewalcutt
1. What are the differences between the individual rights perspective and the public order perspective?
2. What are the components of the criminal justice system and how do they work together? Please explain.
3. What is meant by the term due process of the law?
4. What does the term multiculturalism and how does it affect criminal justice?
Chapter 2
1. What are the special categories of crime? Please explain why they are important.
2. Describe the history of the NCVS and explain how it is different from the UCR?
3. What is the Dark Figure of Crime and why is knowledge of it important?
4. What was the last crime added to the UCR and when was it added? What is your personal opinion based on your research concerning why it was added?
Bloomberg Businessweek
Magazine
How Failure Breeds Success
Posted on July 09, 2006
http://www.businessweek.com/stories/2006-07-09/how-failure-breeds-success
COVER STORY PODCAST: Ever heard of Choglit? How about OK Soda or Surge? Long after "New
Coke" became nearly synonymous with innovation failure, these products joined Coca-Cola Co.'s
(KO) graveyard of beverage busts. Choglit, in case you blinked and missed it, was a chocolate-flavored
milk drink test-marketed with Nestlé (NSRGY) in 2002. OK Soda, unveiled in 1994, tried to capture
Generation X with edgy marketing. The "OK Manifesto," parts of which were printed on cans in an
attempt at hipster irony, asked: "What's the point of OK Soda?" It turned out customers wondered the
same thing. And while Surge did well initially, this me-too Mountain Dew later did anything but. Sales
began drying up after five years.
Given that history, failure hardly seems like a subject Chairman and CEO E. Neville Isdell would want
to trot out in front of investors. But Isdell did just that, deliberately airing the topic at Coke's annual
meeting in April. "You will see some failures," he told the crowd. "As we take more risks, this is
something we must accept as part of the regeneration process."
Warning Coke investors that the company might experience some flops is a little like warning
Atlantans they might experience afternoon thunderstorms in July. But Isdell thinks it's vital. He
wants Coke to take bigger risks, and to do that, he knows he needs to convince employees and
shareholders that he will tolerate the failures that will inevitably result. That's the only way to change
Coke's traditionally risk-averse culture. And given the importance of this goal, there's no podium too
big for sending the signal. "Using [the annual meeting] occasion elevates the statement to another
order of importance," Isdell said in an interview with BusinessWeek.
CLOSE TO BLASPHEMY
While few CEOs are as candid about the potential for failure as Isdell, many are wrestling with the
same problem, trying to get their organizations to cozy up to the risk-taking that innovation requires.
A warning: It's not going to be an easy shift. After years of cost-cutting initiat ...
Safety Productivity Multiplier_ How to Turn Workplace Safety into a Competiti...Sue Antonoplos
Safety is a hidden competitive opportunity that directly impacts operational and financial performance. When implemented strategically through a focus on behaviors rather than just tasks, safety initiatives can drive cost reductions, improve culture, and boost employee productivity and morale. Data from manufacturers and retailers shows that for every $1 spent on injuries, $3 is spent indirectly. Progressive companies make safety an "operational pivot" that touches all human behaviors and roles. Using systems control charting to measure the impact of safety programs indicates whether changes are sustainable or just temporary. A 100 basis point change in injury frequency can equate to a $15 million impact on EBITDA or sales. Workplace safety therefore generates a multiplier effect on economic growth and performance.
This newsletter provides updates on performance, governance, risk and compliance issues. It discusses the importance of innovation but also managing the risks of innovation. It outlines 5 rules for managing innovation risk: 1) Understand customer needs, 2) Develop a risk/return model, 3) Recognize model limitations, 4) Expect unknowns, 5) Consider infrastructure needs. It also discusses emerging strategic risks around people and culture enabling resilience against disruptors.
Assignment 6 - IS Managment Issue IdentificationAshley Leonzio
This document discusses the challenges of determining when to retire or sunset software applications and products. It notes that while retiring legacy systems seems logical, there are many complicating factors to consider, such as costs, contractual obligations, regulatory compliance, and understanding how customers use the system. The document examines frameworks for evaluating products and the product lifecycle. It also discusses stakeholders impacted by sunsetting decisions and why determining when to retire products is fundamentally difficult, with many tradeoffs to evaluate.
What is Missing? - What WAS Missing?
If the analytics tools are so good, why don't they make the decisions, control the actions and explain why and why not?
1) While business intelligence tools provide data for human decision makers, advanced analytics now allow systems to actively interpret data and make decisions without human input.
2) Capturing organizational decision making processes through technologies like KEEL allows decisions to be automated, removing human biases and explaining decisions through influence diagrams.
3) Adopting such technologies now will help organizations continuously improve decision making and stay ahead of competitors, while failing to do so risks falling behind as customers demand the best, most cost-effective products and services.
Here are some key points of comparison between Monsanto and DuPont, two major companies involved in genetically engineered crops:
- Size and Scope: Monsanto is solely focused on agriculture, while DuPont is a larger diversified chemical company that also has agriculture as one of its business units.
- Products: Monsanto is best known for Roundup herbicide and "Roundup Ready" crops designed to be resistant to the herbicide. DuPont focuses more on seed traits and technologies rather than herbicides.
- Business Model: Monsanto relies heavily on licensing its patented seed traits to other seed companies. DuPont does more direct seed sales through its Pioneer hybrid seed business.
- Regulatory Issues: Monsanto has faced more controversy
Top 12 of NET IMPACT for Investors & Innovators
12: Net Impact of the First Step
11: Small Part-> Big Impact
10: Impact Scaling Risks
9: Effectivity: Impact Types
8: Impact Alpha: Facts & Figures
7: Impact Risks
6: Business Dimensions
5: Efficiency: Impact P's
4: Impact Materiality (Oops forgot the 2nd NOT here)
3: Impact of Core Activities
2: Impact: Profitability & Prosperity
1: Impact MOAT Contribution to the Global Goals
This Thought Leadership Paper explores how Small and Large companies might work together more effectively by setting out what each side needs to understand about the other. It seeks to communicate what makes a successful collaboration
How to Write an Argumentative Essay Step By Step - Gudwriter. A Useful Guide On How To Write A Classical Argument Essay In Several .... Short Position Paper Examples - Argument Paper For Hypothetical .... 007 How To Write Claim For An Argumentative Essay Example .... Of An Argumentive Essay - Opinion of professionals | Argumentative .... 017 Proposal Argument Essay Examples Example Research Pics Photos .... 10+ Argumentative Essay Outline Templates - PDF. Sample Argumentative Essay. 009 Essay Example Position Argument ~ Thatsnotus. Argumentative essay example short Truth or Consequences .... 021 Essay Introduction Paragraph Example Argumentative Format .... 004 Argument Essay Format Example Structure For Argumentative Body ....
Sanjib Sahoo, CTO of tradeMONSTER, tells the the story of his startup rising to become Barron's #1 ranked trading platform by using effective leadership, fearless organization culture, recruiting the right people agile development and open source technology.
eye4pharma article on content-collaborationMatt Portch
The document discusses the need for pharmaceutical companies to break down silos between different functions like sales, marketing, medical affairs, and legal/regulatory in order to better collaborate and drive value. It provides case studies of collaboration efforts at Pfizer, Merck, and GlaxoSmithKline. Key ingredients for successful collaboration include strong senior management buy-in, effective communication channels between functions, and a shared vision, while potential pitfalls include cultural tensions between sales and marketing teams and a lack of integrated data capabilities. The overall goal of collaboration is to help companies adapt to a changing healthcare landscape and remain partners with customers.
Case Study RubricCriterionStrongAverageWeakInt.docxdrennanmicah
Case Study Rubric
Criterion
Strong
Average
Weak
Introduction / Primary Problem, Issue or Question Identification
States the case objective and clearly defines the problem, issue or question
Minimally describes the case, includes only the problem, issue or question
Bypasses the introduction and moves directly to commentary on the case
Understanding of Primary Problem, Issue or Question
Identifies and demonstrates a sophisticated understanding of the primary issues and or problems in the case study
Identifies and demonstrates an accomplished understanding of most of the issues/problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study
Analysis and Evaluation of Issues/Problems
Presents an insightful and thorough analysis of all identified problems, issues or questions; includes all necessary calculations
Presents a thorough analysis of most of the problems, issues or questions identified; missing some necessary calculations
Presents a superficial or incomplete analysis of some of the identified problems, issues or questions; omits necessary calculations
Recommendations on Effective
Solution
s/Strategies
Supports diagnosis and opinions with convincing arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
. Recommendations logically supported
Supports diagnosis and opinions with limited reasoning and evidence; presents a one‐sided argument; demonstrates little engagement with ideas presented. Illogical recommendations
Little or no action suggested, and/or ineffective or disconnected solutions proposed to the issues in the case study. No attempt at logical support for recommendations
Links to Course Readings and Additional Research
Makes appropriate and powerful connections between identified issues/problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and identifies all sources of information
Makes appropriate but vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited sources
Makes ineffective connections or shows no connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete information and sources
Writing Mechanics and Formatting Guidelines
Demonstrates a clear understanding of the audience for the case. Utilizes formatting, clarity and structure to enable the audience to readily see and understand recommended actions. Writing is logical, grammatically correct, spelling is error free
Demonstrates a limited understanding of the audience for the case. Ineffective structuring of response making it difficult to readily see and understand recommended actions. Writing shows poor logic, grammatical and spelli.
Case Study Rubric Directly respond to each questi.docxdrennanmicah
Case Study Rubric
Directly respond to each question providing background to support your
response. (2 points)
Apply at least 2 concepts from the chapter material in the class text,
“Leadership; theory. Application and Skill Development.” Reference to,
“The Handbook of Leaders,” is a welcome addition. (2 points)
Apply your critical thinking skills. (2 points)
o A well cultivated critical thinker:
Raises vital questions and problems, formulating them
clearly and precisely;
Gathers and assesses relevant information, using abstract
ideas to interpret it effectively comes to well-reasoned
conclusions and solutions, testing them against relevant
criteria and standards;
Thinks open-mindedly within alternative systems of thought,
recognizing and assessing, as need be, their assumptions,
implications, and practical consequences; and
Communicates effectively with others in figuring out
solutions to complex problems.
o Taken from Richard Paul and Linda Elder, The Miniature Guide to
Critical Thinking Concepts and Tools, Foundation for Critical
Thinking Press, 2008
Case Studies must be submitted in the following format:
o Clearly title each in a word document with name, date, week etc.
o Must include clearly written and thoughtful narrative
o Post as a response in Blackboard
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Robert N. Lussier, Ph.D.
Spring field College
Christopher F. Achua, D.B.A.
University of Virginia’s College at Wise
S I X T H E D I T I O N
Leadership
THEORY, APPLICATION,
& SKILL DE VELOPMENT
66352_FM_ptg01_i-xxviii.indd 1 10/21/14 12:16 AM
Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
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Digital Health Success Stories (and Failures) Report - Part 2Tom Parsons
Part 2 of our report looks closely at some of the high profile failures to date in order to highlight warnings signs for projects and collaborations in the future. You’ll hear from Skip Fleshman, General Partner at Asset Management Ventures, about his perspective on the enormous investment being pumped into the market and how it should be managed. You’ll get an insider view from Cure Forward and Imperial College Health Partners about some of the reasons behind failures they have experienced and what we can learn from them. And through 2 case studies, you’ll learn more about how transparent and accurate results and trials are integral to ongoing development and success.
- Small organizations have limited resources, making traditional SPI approaches difficult. This paper proposes a minimalist approach of making small, incremental changes that collectively achieve CMMI practices.
- The approach involves identifying business problems and implementing small actions to solve them, measuring effects, and iterating. This has advantages of immediate results and accelerated adoption.
- Three ways small organizations implement CMMI are through knowledge sharing with others, purchasing pre-packaged solutions, or modifying the learning curve with minimal changes. The paper focuses on the third approach in detail.
- A case example demonstrates implementing a series of small process changes over time to address identified project issues in a controlled manner. This minimalist approach spreads costs and shows quick benefits
COVID-19: The future of organisations and the future of technical communicationEllis Pratt
The COVID-19 coronavirus is having a huge impact on people and organisations. With so many things that could be about to change, how should technical communicators respond? What’s your plan for the future?
In this presentation, we looked at:
How organisations might change during and after the COVID-19 lockdown
What that means for technical communication, and how you can come back stronger than ever
What technical communicators can do to help, and how you can deal with this crisis
How other technical communicators responded when we asked them for their views
Fast Thinking: Reinventing Strategy for a Digitally-Disrupted WorldCapgemini
- Companies should pay attention to where startups are addressing customer pain points and identifying areas where their business model is making customers unhappy in order to anticipate disruptions. Leading indicators like new products from unconventional competitors gaining popularity can provide early warnings.
- Most companies focus too much on short-term operations and lagging financial indicators rather than considering future threats from leading indicators. The print news industry failed to anticipate digital disruption because executives focused on costs like union contracts rather than the shift to digital.
- When faced with disruption, companies typically go through stages of denial, alarm, and then trying to stamp out the disruption rather than adapting. Successfully responding requires openness to change, collaboration between divisions, and a willingness to abandon
1. What are the differences between the individual rights perspect.docxjackiewalcutt
1. What are the differences between the individual rights perspective and the public order perspective?
2. What are the components of the criminal justice system and how do they work together? Please explain.
3. What is meant by the term due process of the law?
4. What does the term multiculturalism and how does it affect criminal justice?
Chapter 2
1. What are the special categories of crime? Please explain why they are important.
2. Describe the history of the NCVS and explain how it is different from the UCR?
3. What is the Dark Figure of Crime and why is knowledge of it important?
4. What was the last crime added to the UCR and when was it added? What is your personal opinion based on your research concerning why it was added?
Bloomberg Businessweek
Magazine
How Failure Breeds Success
Posted on July 09, 2006
http://www.businessweek.com/stories/2006-07-09/how-failure-breeds-success
COVER STORY PODCAST: Ever heard of Choglit? How about OK Soda or Surge? Long after "New
Coke" became nearly synonymous with innovation failure, these products joined Coca-Cola Co.'s
(KO) graveyard of beverage busts. Choglit, in case you blinked and missed it, was a chocolate-flavored
milk drink test-marketed with Nestlé (NSRGY) in 2002. OK Soda, unveiled in 1994, tried to capture
Generation X with edgy marketing. The "OK Manifesto," parts of which were printed on cans in an
attempt at hipster irony, asked: "What's the point of OK Soda?" It turned out customers wondered the
same thing. And while Surge did well initially, this me-too Mountain Dew later did anything but. Sales
began drying up after five years.
Given that history, failure hardly seems like a subject Chairman and CEO E. Neville Isdell would want
to trot out in front of investors. But Isdell did just that, deliberately airing the topic at Coke's annual
meeting in April. "You will see some failures," he told the crowd. "As we take more risks, this is
something we must accept as part of the regeneration process."
Warning Coke investors that the company might experience some flops is a little like warning
Atlantans they might experience afternoon thunderstorms in July. But Isdell thinks it's vital. He
wants Coke to take bigger risks, and to do that, he knows he needs to convince employees and
shareholders that he will tolerate the failures that will inevitably result. That's the only way to change
Coke's traditionally risk-averse culture. And given the importance of this goal, there's no podium too
big for sending the signal. "Using [the annual meeting] occasion elevates the statement to another
order of importance," Isdell said in an interview with BusinessWeek.
CLOSE TO BLASPHEMY
While few CEOs are as candid about the potential for failure as Isdell, many are wrestling with the
same problem, trying to get their organizations to cozy up to the risk-taking that innovation requires.
A warning: It's not going to be an easy shift. After years of cost-cutting initiat ...
Safety Productivity Multiplier_ How to Turn Workplace Safety into a Competiti...Sue Antonoplos
Safety is a hidden competitive opportunity that directly impacts operational and financial performance. When implemented strategically through a focus on behaviors rather than just tasks, safety initiatives can drive cost reductions, improve culture, and boost employee productivity and morale. Data from manufacturers and retailers shows that for every $1 spent on injuries, $3 is spent indirectly. Progressive companies make safety an "operational pivot" that touches all human behaviors and roles. Using systems control charting to measure the impact of safety programs indicates whether changes are sustainable or just temporary. A 100 basis point change in injury frequency can equate to a $15 million impact on EBITDA or sales. Workplace safety therefore generates a multiplier effect on economic growth and performance.
This newsletter provides updates on performance, governance, risk and compliance issues. It discusses the importance of innovation but also managing the risks of innovation. It outlines 5 rules for managing innovation risk: 1) Understand customer needs, 2) Develop a risk/return model, 3) Recognize model limitations, 4) Expect unknowns, 5) Consider infrastructure needs. It also discusses emerging strategic risks around people and culture enabling resilience against disruptors.
Assignment 6 - IS Managment Issue IdentificationAshley Leonzio
This document discusses the challenges of determining when to retire or sunset software applications and products. It notes that while retiring legacy systems seems logical, there are many complicating factors to consider, such as costs, contractual obligations, regulatory compliance, and understanding how customers use the system. The document examines frameworks for evaluating products and the product lifecycle. It also discusses stakeholders impacted by sunsetting decisions and why determining when to retire products is fundamentally difficult, with many tradeoffs to evaluate.
What is Missing? - What WAS Missing?
If the analytics tools are so good, why don't they make the decisions, control the actions and explain why and why not?
1) While business intelligence tools provide data for human decision makers, advanced analytics now allow systems to actively interpret data and make decisions without human input.
2) Capturing organizational decision making processes through technologies like KEEL allows decisions to be automated, removing human biases and explaining decisions through influence diagrams.
3) Adopting such technologies now will help organizations continuously improve decision making and stay ahead of competitors, while failing to do so risks falling behind as customers demand the best, most cost-effective products and services.
Here are some key points of comparison between Monsanto and DuPont, two major companies involved in genetically engineered crops:
- Size and Scope: Monsanto is solely focused on agriculture, while DuPont is a larger diversified chemical company that also has agriculture as one of its business units.
- Products: Monsanto is best known for Roundup herbicide and "Roundup Ready" crops designed to be resistant to the herbicide. DuPont focuses more on seed traits and technologies rather than herbicides.
- Business Model: Monsanto relies heavily on licensing its patented seed traits to other seed companies. DuPont does more direct seed sales through its Pioneer hybrid seed business.
- Regulatory Issues: Monsanto has faced more controversy
Top 12 of NET IMPACT for Investors & Innovators
12: Net Impact of the First Step
11: Small Part-> Big Impact
10: Impact Scaling Risks
9: Effectivity: Impact Types
8: Impact Alpha: Facts & Figures
7: Impact Risks
6: Business Dimensions
5: Efficiency: Impact P's
4: Impact Materiality (Oops forgot the 2nd NOT here)
3: Impact of Core Activities
2: Impact: Profitability & Prosperity
1: Impact MOAT Contribution to the Global Goals
This Thought Leadership Paper explores how Small and Large companies might work together more effectively by setting out what each side needs to understand about the other. It seeks to communicate what makes a successful collaboration
How to Write an Argumentative Essay Step By Step - Gudwriter. A Useful Guide On How To Write A Classical Argument Essay In Several .... Short Position Paper Examples - Argument Paper For Hypothetical .... 007 How To Write Claim For An Argumentative Essay Example .... Of An Argumentive Essay - Opinion of professionals | Argumentative .... 017 Proposal Argument Essay Examples Example Research Pics Photos .... 10+ Argumentative Essay Outline Templates - PDF. Sample Argumentative Essay. 009 Essay Example Position Argument ~ Thatsnotus. Argumentative essay example short Truth or Consequences .... 021 Essay Introduction Paragraph Example Argumentative Format .... 004 Argument Essay Format Example Structure For Argumentative Body ....
Sanjib Sahoo, CTO of tradeMONSTER, tells the the story of his startup rising to become Barron's #1 ranked trading platform by using effective leadership, fearless organization culture, recruiting the right people agile development and open source technology.
eye4pharma article on content-collaborationMatt Portch
The document discusses the need for pharmaceutical companies to break down silos between different functions like sales, marketing, medical affairs, and legal/regulatory in order to better collaborate and drive value. It provides case studies of collaboration efforts at Pfizer, Merck, and GlaxoSmithKline. Key ingredients for successful collaboration include strong senior management buy-in, effective communication channels between functions, and a shared vision, while potential pitfalls include cultural tensions between sales and marketing teams and a lack of integrated data capabilities. The overall goal of collaboration is to help companies adapt to a changing healthcare landscape and remain partners with customers.
Similar to 11215, 910 AMStrategies for Learning from FailurePage 1.docx (20)
Case Study RubricCriterionStrongAverageWeakInt.docxdrennanmicah
Case Study Rubric
Criterion
Strong
Average
Weak
Introduction / Primary Problem, Issue or Question Identification
States the case objective and clearly defines the problem, issue or question
Minimally describes the case, includes only the problem, issue or question
Bypasses the introduction and moves directly to commentary on the case
Understanding of Primary Problem, Issue or Question
Identifies and demonstrates a sophisticated understanding of the primary issues and or problems in the case study
Identifies and demonstrates an accomplished understanding of most of the issues/problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study
Analysis and Evaluation of Issues/Problems
Presents an insightful and thorough analysis of all identified problems, issues or questions; includes all necessary calculations
Presents a thorough analysis of most of the problems, issues or questions identified; missing some necessary calculations
Presents a superficial or incomplete analysis of some of the identified problems, issues or questions; omits necessary calculations
Recommendations on Effective
Solution
s/Strategies
Supports diagnosis and opinions with convincing arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
. Recommendations logically supported
Supports diagnosis and opinions with limited reasoning and evidence; presents a one‐sided argument; demonstrates little engagement with ideas presented. Illogical recommendations
Little or no action suggested, and/or ineffective or disconnected solutions proposed to the issues in the case study. No attempt at logical support for recommendations
Links to Course Readings and Additional Research
Makes appropriate and powerful connections between identified issues/problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and identifies all sources of information
Makes appropriate but vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited sources
Makes ineffective connections or shows no connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete information and sources
Writing Mechanics and Formatting Guidelines
Demonstrates a clear understanding of the audience for the case. Utilizes formatting, clarity and structure to enable the audience to readily see and understand recommended actions. Writing is logical, grammatically correct, spelling is error free
Demonstrates a limited understanding of the audience for the case. Ineffective structuring of response making it difficult to readily see and understand recommended actions. Writing shows poor logic, grammatical and spelli.
Case Study Rubric Directly respond to each questi.docxdrennanmicah
Case Study Rubric
Directly respond to each question providing background to support your
response. (2 points)
Apply at least 2 concepts from the chapter material in the class text,
“Leadership; theory. Application and Skill Development.” Reference to,
“The Handbook of Leaders,” is a welcome addition. (2 points)
Apply your critical thinking skills. (2 points)
o A well cultivated critical thinker:
Raises vital questions and problems, formulating them
clearly and precisely;
Gathers and assesses relevant information, using abstract
ideas to interpret it effectively comes to well-reasoned
conclusions and solutions, testing them against relevant
criteria and standards;
Thinks open-mindedly within alternative systems of thought,
recognizing and assessing, as need be, their assumptions,
implications, and practical consequences; and
Communicates effectively with others in figuring out
solutions to complex problems.
o Taken from Richard Paul and Linda Elder, The Miniature Guide to
Critical Thinking Concepts and Tools, Foundation for Critical
Thinking Press, 2008
Case Studies must be submitted in the following format:
o Clearly title each in a word document with name, date, week etc.
o Must include clearly written and thoughtful narrative
o Post as a response in Blackboard
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Robert N. Lussier, Ph.D.
Spring field College
Christopher F. Achua, D.B.A.
University of Virginia’s College at Wise
S I X T H E D I T I O N
Leadership
THEORY, APPLICATION,
& SKILL DE VELOPMENT
66352_FM_ptg01_i-xxviii.indd 1 10/21/14 12:16 AM
Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be a.
Case Study Scenario Part 3IntroductionThis media piece exp.docxdrennanmicah
Case Study Scenario Part 3
Introduction
This media piece explains four ethical theories in order to prepare you for the Unit 3 assignment,
Case Study Resolution
. This media piece also includes parts 1 and 2 of the case study videos for your review.
Part 3
Deontology
The ethical position to do what is right out of duty or obligation. It is often called rule-based ethics.
Deontology has been described as "absolutist," "universal," and "impersonal" (Kant, 1785/1959). It prioritizes absolute obligations over consequences. In this moral framework, ethical decision making is the rational act of applying universal principles to all situations irrespective of specific relations, contexts, or consequences. This reflects Immanuel Kant's conviction that ethical decisions cannot vary or be influenced by special circumstances or relationships. Rather, a decision is "moral" only if a rational person believes the act resulting from the decision should be universally followed in all situations. For Kant, respect for the worth of all persons was one such universal principle. A course of action that results in a person being used simply as a means for others' gains would ethically unacceptable.
With respect to deception in research, from a deontological perspective, since we would not believe it moral to intentionally deceive individuals in some other context, neither potential benefits to society nor the effectiveness of participant debriefing for a particular deception study can morally justify intentionally deceiving persons about the purpose or nature of a research study. Further, deception in research would not be ethically permissible since intentionally disguising the nature of the study for the goals of research violates the moral obligation to respect each participant's intrinsic worth by undermining individuals' right to make rational and autonomous decisions regarding participation (Fisher & Fyrberg, 1994).
Utilitarianism
The ethical position depends on the consequences of the action with the goal being producing the most good.
Utilitarian theory prioritizes the consequences (or utility) of an act over the application of universal principles (Mill, 1861/1957). From this perspective, an ethical decision is situation specific and must be governed by a risk-benefit calculus that determines which act will produce the greatest possible balance of good over bad consequences. An "act utilitarian" makes an ethical decision by evaluating the consequences of an act for a given situation. A "rule utilitarian" makes an ethical decision by evaluating whether following a general rule in all similar situation would create the greater good. Like deontology, utilitarianism is impersonal: It does not take into account interpersonal and relational features of ethical responsibility. From this perspective, psychologists' obligations to those with whom they work can be superseded by an action that would produce a greater good for others (Fisher, 1999).
A ps.
Case Study RubricYour case study will be assessed as follows•.docxdrennanmicah
The document discusses Chevron Corporation's evolution of IT infrastructure to better support its global energy operations. It describes how Chevron uses Supervisory Control and Data Acquisition (SCADA) systems and sensors to monitor and optimize operations at its refineries. It also discusses Chevron's use of enterprise applications like SAP ERP and its move to cloud computing and business-focused web services. Finally, it outlines Chevron's vision for future infrastructure including increased use of mobility, analytics, and social media.
Case study RubricCriterionOutstanding 3.75Very Good 3 .docxdrennanmicah
Case study Rubric
Criterion
Outstanding 3.75
Very Good 3
Good 2.5
Unacceptable 1
Score
Completeness
Complete in all respects; reflects all requirements
Complete in most respects; reflects most requirements
Incomplete many respects; reflects few requirements
Incomplete in most respects; does not reflect requirements
Understanding
Demonstrates excellent understanding of the topic(s) and issue(s)
Demonstrates an accomplished understanding of the topic(s) and issue(s)
Demonstrates an acceptable understanding of the topic(s) and issue(s)
Demonstrates an inadequate understanding of the topic(s) and issue(s)
Analysis
Presents an insightful and through analysis of the issue (s) identified
Presents a thorough analysis of most of the issue(s) identified
Presents a superficial analysis of some of the issue(s) identified
Presents an incomplete analysis of the issue(s) identified.
Evaluation
Makes appropriate and powerful connections between the issue(s) identified and the concept(s) studied
Makes appropriate connections between the issue(s) identified and the concept(s) studied
Makes appropriate but somewhat vague connections between the issue(s) identified and the concept(s) studied
Makes little or no connection between the issue(s) identified and the concept(s) studied.
Opinion
Supports opinion with strong arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
Supports opinion with reasons and evidence; presents a fairly balanced view; interpretation is both reasonable and objective
Supports opinion with limited reasons and evidence; presents a somewhat one-sided argument
Supports opinion with few reasons and little evidence; argument is one-sided and not objective.
Recommendations
Presents detailed, realistic, and appropriate recommendations clearly supported by the information presented and concepts studied
Presents specific, realistic and appropriate recommendation supported by the information presented and the concepts studied
Presents realistic or appropriate recommendation supported by the information presented and the concepts studied
Presents realistic or appropriate recommendation with little, if any, support from the information and the concepts studied.
Grammar and Spelling
Minimal spelling and grammar errors
Some spelling and grammar errors
Noticeable spelling and grammar errors
Unacceptable number of spelling and grammar errors
APA guidelines
Uses APA guidelines accurately and consistently to cite sources
Uses APA guidelines with minor violations to cite sources
Reflects incomplete knowledge of APA guidelines
Does not use APA guidelines
Total
.
CASE STUDY RUBRIC MICROBIOLOGY For the Case Study assig.docxdrennanmicah
CASE STUDY RUBRIC MICROBIOLOGY
For the Case Study assignment the current pathogen selections may be requested by sending
an email to your instructor!
Assigned Case Study Problem:
You will create a case study for a microbial infection selected from the current pathogen list. Your case
study will be assembled using a detailed rubric (see below). Upon completion, you will submit your
case study to the Blackboard gradebook in Unit 5 and to SafeAssign.
How to create a case study
The case studies are meant to be an enjoyable, interesting, and informative assignment. This is your
chance to show that you understand the key teaching points about a microbe and to communicate
these points in a written format.
What information belongs in my case study?
Have at least 3-4 key referenced points in each of the five areas shown in the Case Study Information
Chart (see below). The left-hand heading in the chart suggests the type of information requested for the
pathogen. Outlines can be in whatever form you prefer (bullets/charts/outlines/diagrams or a mix). Be
sure to include two discussion questions (and provide complete answers) that you can incorporate
into your case study (place them at the end of your write-up). These questions should help connect your
case to other material in the course. For example, what other microbes have an A-B toxin? What other
viruses are transmitted by fecal-oral spread?
How much information should I provide for my case study?
For the Case Study, you are asked to provide at least the information requested in the chart below. The
boxed questions are suggestions for the minimum amount of information within each category. The
more detailed the information, the better the study. You may consult your textbook, CDC, WHO, Access
Medicine, Google Scholar, NCBI, WebMD, etc. to find the information. For example, if you perform a
Google search using the name of the pathogen and the word ‘vaccine’, you will find information on
current vaccines (if any), those in clinical trials, vaccines used only in animals, etc.
Case Study Information Chart
Typical Case What does a typical case look like? Use the standard format for a
patient presentation with chief complaint (CC), history of present illness
(HPI), key physical exam details (PE), lab findings, signature signs, and
any other important findings.
Description of the infectious
agent
If it is a bacterium, how is it classified? If it is a virus, what kind of
nucleic acid does it have? Does it target specific cellular types
(tropism)? Does it form a spore? Is it aerobic? Is it intracellular? Can it
only be grown in a specific type of media? How is it distinguished from
other members of the species? Does the pathogen have a significant
history with humans or animals?
Epidemiology What do you feel are the most important points about the
epidemiology of the disease? Incidence? Portal of entry? Source? Is it a
normal microb.
Case Study Rubric Criteria / Score
Distinguished
Competent
Basic/Pass
Poor
Failing
Content Knowledge
20
18
15
13
0
Case is addressed expansively in reference to assignment instructions, and demonstrates mastery of the subject matter appropriate to the assignment.
Case is addressed according to assignment instructions, and demonstrates mastery of the subject matter appropriate to the assignment.
Case is addressed according to assignment instructions but does not demonstrate mastery of the subject matter appropriate to the assignment.
Case is addressed but does not adhere to assignment instructions and does not demonstrate mastery of the subject matter appropriate to the assignment.
Case is not addressed and/or does not adhere to assignment instructions and does not demonstrate mastery of the subject matter appropriate to the assignment.
Use of Evidence
10
9
8
6
0
Ideas are supported with evidence and demonstrate a clear understanding of the research and theory behind the topic.
Ideas are somewhat supported with evidence to demonstrate a basic understanding of the research and theory behind the topic.
Ideas are not fully supported with evidence and demonstrate some confusion about the research and theory that support the case study topic.
Ideas are not fully supported with evidence and lack understanding of the research and theory behind the topic.
Ideas are not supported with evidence.
Writing
10
9
8
6
0
Assignment is well written and well organized. Mechanics (spelling and punctuation) and grammar are excellent.
Assignment is well written and well organized and contains few minor errors in mechanics and/or grammar.
Assignment is well written and well organized but contains some minor errors in mechanics and/or grammar.
Assignment is not clear and/or lacks organization and/or contains several errors in mechanics and/or grammar.
Assignment lacks evidence of clear, organized scholarly writing and needs extensive additional work to meet assignment needs.
Standard Writing Style
6
5
4.5
4
0
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style.
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style and contains few minor formatting errors.
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style but contains some minor formatting errors.
Assignment does not provide either in-text citations (where appropriate) or reference sources and/or contains several formatting errors.
Timeliness
4
3.5
3
2.5
0
*Students who initiate communication regarding individual circumstances for lateness will be graded at instructor’s discretion.
Assignment submitted on time.
Assignment submitted one day late.
Assignment submitted two days late.
Assignment submitted three days late.
Assig.
Case Study ReflectionWrite a 4-5 page paper. Your written assi.docxdrennanmicah
Case Study Reflection
Write a 4-5 page paper. Your written assignments must follow APA guidelines. Be sure to support your work with specific citations from this week’s Learning Resources and additional scholarly sources as appropriate. Refer to the Pocket Guide to APA Style to ensure that in- text citations and reference list are correct. Submit your assignment to the Dropbox by the end of this Unit.
In 2007 San Francisco began its Healthy San Francisco Plan designed to provide health care for all San Francisco citizens. In 2007, it was estimated that San Francisco had 82,000 uninsured citizens. Under the plan, all uninsured citizens residing in San Francisco can seek care at the city's public and private clinics and hospitals. The basic coverage includes lab work, x-rays, surgery, and preventative care. The city plans to pay for this $203 million coverage by rerouting the $104 million the city currently spends treating the uninsured in the emergency rooms, mandating business contributions, and requiring income-adjusted enrollment fees. The plan requires all businesses with more than 20 employees to contribute a percentage toward the plan. Many business owners consider this a burden and warn they will not stay in the city. The Mayor sees universal health access a moral obligation for the city.
Take one of the following positions.
San Francisco has an obligation to provide its citizens with health access.-OR-
San Francisco does not have an obligation to provide its citizens with health access.
Discuss the following in your assignment
:
What is the government's role in regulating healthy and unhealthy behavior?
Has the balance between personal freedom and the government's responsibility to provide health and welfare of its citizens been eroded? Why or why not?
.
Case Study Questions (Each question is worth 6 marks)1. Defi.docxdrennanmicah
Case Study Questions (Each question is worth 6 marks)
1. Define the term ‘gastronomy’ and provide some examples to demonstrate your understanding.
2. What benefits and opportunities exist for the local indigenous community of the Dja Dja Wurrung Clans with Bendigo newly designated as a creative city of gastronomy?
3. How may the regional city of Bendigo incorporate gastronomy into its destination branding? Provide some examples.
4. Discuss some potential issues and considerations associated with using gastronomy in destination branding activities.
5. Outline some potential creative network collaborations which may result from Bendigo now being admitted to the Creative Cities Network.
.
Case Study Reorganizing Human Resources at ASP SoftwareRead the.docxdrennanmicah
Case Study: Reorganizing Human Resources at ASP Software
Read the ASP Software case (Anderson, 2005a) and consider the following questions:
How does the client feel about how the change has been managed at this point?
How do you think the management team or employees feel?
What has McNulty done well in managing the change to this point?
What could she have done differently?
What intervention strategy and intervention activities would you recommend to McNulty?
How would you structure these activities?
What roles would McNulty, the management team, and the consultant play?
.
Case Study Report Rubric CriterionWeakAverageStrongIdent.docxdrennanmicah
Case Study Report Rubric
Criterion
Weak
Average
Strong
Identification of Main Issues/Problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study.
Identifies and demonstrates an accomplished understanding of most of the issues/problems.
Identifies and demonstrates a sophisticated understanding of the main issues/problems in the case study.
Analysis and Evaluation of Issues/Problems
Presents a superficial or incomplete analysis of some of the identified issues; omits necessary calculations.
Presents a thorough analysis of most of the issues identified; missing some necessary calculations.
Presents an insightful and thorough analysis of all identified issues/problems; includes all necessary calculations.
Recommendations on Effective
Solution
s/Strategies
Little or no action suggested and/or inappropriate solutions proposed to the issues in the case study.
Supports diagnosis and opinions with limited reasoning and evidence; presents a somewhat one-sided argument; demonstrates little engagement with ideas presented.
Supports diagnosis and opinions with strong arguments and well-documented evidence; presents a balanced and critical view; interpretation is both reasonable and objective.
Links to Course Readings and Additional Research
Makes inappropriate or little connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete research and documentation.
Makes appropriate but somewhat vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited research.
Makes appropriate and powerful connections between identified issues/ problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and documents all sources of information.
Writing Mechanics and Formatting Guidelines
Writing is unfocused, rambling, or contains serious errors; poorly organized and does not follow specified guidelines.
Occasional grammar or spelling errors, but still a clear presentation of ideas; lacks organization.
Demonstrates clarity, conciseness and correctness; formatting is appropriate and writing is free of grammar and spelling errors.
Staffing at The King Company
Kevin Tu has managed staffing at King since the early years when the company had less than 100 employees. Tu runs a tight ship and manages the department with only one other recruiter and an administrative assistant, who maintains all job postings, including a telephone employment hotline and the company’s job line web site. Tu is well-respected across the organization for his strict adherence to ensuring equity in hiring and job placement that goes well beyond equal opportunity requirements.
Tu recently completed an aggressive hiring drive at major universities, hiring several new en.
Case Study Project (A) Hefty Hardware - Be sure to address each .docxdrennanmicah
Case Study Project (A) Hefty Hardware - Be sure to address each question in the Case study, and explain your rationale thoroughly. Be sure you saved your file with your full name, and title of this project. Example:
Jason Karp Case Studies A. Details
: You will be given a case study to solve from the textbook. While your responses will vary, properly documenting your response from valid resources is a requirement. This assignment requires you to use proper citations and references from the textbook and alternate sources. Thoughtful opinions/research based on the literature, and from the textbook are necessary, so be sure to review the chapter prior to completing these activities. This task is like a research paper, so please take your time when preparing your responses. Separating each case study with a title and proper formatting is
essential
so that I can read and follow your paper. A one (1) page response is NOT - NOT going to earn you maximum points. The Case Study response will be submitted on the assigned due date from the past weeks (s
ee submission due dates and rubric
)
. The Dropbox will close after the due date and late submission will not be accepted.
Case study projects are NOT posted on the discussion board, they are submitted as an assignment.
Case study text from text book :
MINI CASE
Delivering Business Value with IT at Hefty Hardware2
"IT is a pain in the neck," groused cheryl O'Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t know if they have any idea about what we’re trying to accomplish with our Savvy Store program. I keep explaining that we have to improve the customer experience and that we need IT’s help to do this, but they keep talking about infrastructure and bandwidth and technical architecture, which is all their internal stuff and doesn’t relate to what we’re trying to do at all! They have so many processes and reviews that I’m not sure we’ll ever get this project off the ground unless we go outside the company.”"You have got that right", agreed Glen vogel, the COO. " I really like my IT account manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really understand our business, but that’s about as far as it goes. By the time we get a project going, my staff are all complaining that the IT people don’t even know some of our basic business functions, like how our warehouses operate. It takes so long to deliver any sort of technology to the field, and when it doesn’t work the way we want it to, they just shrug and tell us to add it to the list for the next release! Are we really getting value for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system we put in last y.
Case Study Proposing a Data Gathering Approach at TLG Solutions (.docxdrennanmicah
TLG is looking to improve their data gathering approach. A proposed solution is to survey customers about their product and service experiences to gather feedback. They could also analyze online customer reviews and implement a customer relationship management system to track interactions over time to better understand customer needs.
Case Study Project Part I Declared JurisdictionTemplate Sta.docxdrennanmicah
Case Study Project Part I: Declared Jurisdiction
Template Statement of Action Research Intent
The (Memphis Shelby County, Tennessee United States) will be examined to determine the current status of economic development. The resources for this study initially will come from public administrator generated information. The data will be assessed using S.W.O. T. Analysis. “Smart” Action Research will then be conducted to determine what specific economic development strategies may be employed to address areas of concern required for enhancing economic development prospects in the above jurisdiction. Using published scholarly resources and pertinent analytics, the action research efforts will turn to identifying options available to decision makers. This action research will result in a final report that provides both the criteria by which economic developments strategies may be weighed and a discussion of recommended actions, each uniquely assembled to improve the economic prospects for (Memphis Shelby County, Tennessee United States).
PADM 530
Case Study Project Part 2: Economic Development Analysis and Proposal Instructions
You will submit an Economic Development Analysis and Proposal Plan, consisting of 15-20 pages, not including the title page, abstract, or reference page. In order to complete this assignment, you must choose a specific locale that you want to use for your case study. You may wish to select the community in which you currently live or a hometown as the focus of this report. A case must be a “bounded system” with definable parameters (Stake, 1995). Thus, you must choose a locale that you can define and limit. For example, you should not use New York City. Its size is far beyond what you will be able to accomplish in this course. Likewise, you would not want to choose Huston, Idaho, as it is far too small to have a need for a cohesive economic development plan. In this assignment, you will target the specific situations found in an American city, town, or county. This assignment will require that you address the following six specific areas:
Locale
When choosing your locale, make sure that you will be able to find demographic and economic information. You will want to choose an area with which you are familiar or an area where there is obvious need. Attempt to pick a city or a town that is not extremely large (i.e., New York City, however, Staten Island could be a viable project). Choosing wisely will make your research more focused so that you can complete the research by the time the course has finished.
Economic Situation
You must detail the specific economic situation facing this location. For example, if you were to choose Flint, MI, you would have to discuss the impact of the auto industry moving away from the city and the subsequent economic and social conditions of the city. How has the economic shift impacted the city and how has the city responded in the last 30 years? Additionally, what initiatives.
Case Study Proposing a Data Gathering Approach at TLG Solutions.docxdrennanmicah
TLG is looking to improve their data gathering approach. A proposed solution is to survey customers about their product and service experiences to gather feedback. They could also analyze online customer reviews and implement a customer relationship management system to track interactions over time to better understand customer needs.
Case Study Peer Comments In each case study, you are expected.docxdrennanmicah
Case Study Peer Comments:
In each case study, you are expected to respond to at least two peers’ postings in the classroom. Comments should add new information to the discussion or provide an assessment of your peer's posting. Peer comments are due by Sunday midnight
Mary Post:
#2: To obtain the necessary transportation capabilities in a short timeframe, what type of software purchase option should myIoT pursue? Explain.
The software purchase option that myIoT, Inc. should pursue would be a SaaS application. This is an Internet based service where the software is accessed online and there is no need to have it installed on site. This is a less expensive option than purchasing software and licenses, and it allows access to the outside vendors. It is also cheaper than hosted software. Based on the cloud location, the setup time is faster, which is what myIoT needs for a two-month turnaround.
#3: What types of technology implementation challenges might myIoT face? How can these risks be minimized?
Application integration would pose a challenge. Since there is a short time-frame, ensuring all partners are “up and running” could be their biggest issue. There will need to be a training period for all that access the data. Should any of their vendors not have the same capabilities, this could throw off their entire operation. Also, due to the variety of systems organizing and sharing information might be a problem. MyIot would need to work with its supply chain partners and vendors to ensure they are all capable using the chosen TMS and begin to implement it right away. This will allow extra time to make changes and enforce training sessions.
Desmond Post
2. To obtain the necessary transportation capabilities in a short timeframe, what type of software purchase option should myIoT pursue? Explain.
My Iot should pursue a well designed TMS software system. This system specializes in planning the flow of materials across the supply chain. It's the core of routing, rating, and, executing shipments across multiple modes tracking, load tracing, and freight settlement. The capabilities and scope of TMS expands the software to a much more integrative system. It provides support for transportation strategic, tactical, and operational planning, as well as delivery execution, in transit visibility and performance evaluation. TMS also supports appointment scheduling, metrics monitoring, and freight bill auditing.
3. Whats types of technology implemenation challenges might my iot face? How can these risks be minized?
My Iot could potentially loose time in wages, delay of shipment, and possibly loose business with customers, but these risks could be minimized by implementing better planning, develop training within your team, create effective structure and monitor the technology program by following these simple steps below to correct system and human error as they occur:
· Secure the commitment of senior management
· Remember .
Case Study ProblemLeadership appears as a popular agenda it.docxdrennanmicah
Case Study Problem:
Leadership appears as a popular agenda item in police executive training. Go to Google and search “police executive training courses.” Other than the Covey program discussed in this chapter, what are the other programs that are offered for police chiefs? What are the topic areas assigned under the heading of “leadership”? Be sure to use the graduate case study format.
attached is graduate study case analysis format
.
Case Study Planning for GrowthKelly’s Sandwich Stop is one of t.docxdrennanmicah
Case Study: Planning for Growth
Kelly’s Sandwich Stop
is one of the best-known and most loved sandwich concessions in town. In business for about five years, she sells sandwiches and other lunch items made from locally produced food from her mobile food trailer. Kelly’s passion and talent for creating reliably fresh, tasty lunch fare popular among a business clientele (largely employees and shoppers) has made her small enterprise a booming success.
In the last year, Kelly added a bicycle-towed concession that travels to different strategic locations in town, selling her popular sandwiches to customers who work beyond walking distance of
Kelly’s Sandwich
Stop
. She now has a total of four employees, all part-time, working both concessions. Because she caters to urban customers, her concessions operate on week days from 10 am to 2 pm. To promote word-of-mouth advertising, Kelly uses Facebook to publish her daily menus and the locations of the bicycle concession.
As a sole proprietor, Kelly has been pleased with her lunch business success. Now it’s time to get serious about the future of her business. In the short and medium term, she wants to see it grow into a potentially more lucrative enterprise, implementing a greater variety of food products and services, and increasing her competitive edge in the region. Ever the ardent entrepreneur, Kelly’s long-term dream is to develop her creative, health-conscious culinary skills and services into a wider clientele outside the region.
An opportunity has arisen to lease restaurant space about 10 miles away from her trailer concession location, close to a mall and the suburbs and nearer to her local food producers. Kelly has jumped at the chance. While she has hired professional business consultants to help her set up the space, design the menu, and implement the opening of the restaurant, she must also consider the short- and long-term financial, HR, and management needs of such an expansion. Kelly is particularly sensitive to her relationship to her customers, employees, and the community.
Directions for paper below:
In this paper, students will analyze and discuss small business growth in terms of growth strategy, business forms, short and medium term goals, financing assistance, organizational structure and staffing needs, customers and promotion, and ethics and social responsibility. Students are expected to apply business and management concepts learned in our course.
By completing this assignment, students will meet the outcome(s):
identify the critical business functions and how they interact in order to position the organization to be effective in the current business environment;
explain the importance of the integration of individuals and systems to organizational effectiveness;
describe the ethical and social responsibilities that confront a business.
Required Elements of the Final Project:
Read critically and analyze the case below,
Planning for Growth
;
Review the project descripti.
Case Study People v. Smith, 470 NW2d 70, Michigan Supreme Court (19.docxdrennanmicah
The document discusses the case of People v. Smith, where the Michigan Supreme Court ruled on whether a juvenile defendant's prior convictions could be used to sentence them as an adult. It asks for a summary of the case facts, issue, and ruling, as well as an overview of the importance of expunging juvenile records. Finally, it inquires about a state's juvenile expungement laws and criteria for transferring juveniles to adult court.
Case Study OneBMGT 464 Portfolio Activity TwoPurposeIn thi.docxdrennanmicah
Case Study One:
BMGT 464 Portfolio Activity Two
Purpose:
In this case the committee is looking to see how you can apply communication skills to obtain the maximum job performance of the employee in each of the short scenarios. After reading each short case, prepare answers to the questions for the upcoming search committee interview to review.
Outcomes:
The students will demonstrate understanding of the following outcomes:
· How to manage, organize, and lead employees;
· To identify the organizational theory related to increasing job performance to raise company effectiveness;
· How to communicate effectively to affect change or motivation; and
· Writing for persuasiveness.
Scenarios and Questions:
After reading each short case, prepare answers to the questions for the upcoming search committee interview to review.
1) “RLI Home Builds a Castle on Communication”
Since the outset the owner Ralph Lorean has prided himself on focusing the culture of the company on excellent customer service. Managers know that a culture like this would only work if the company’s employees enjoyed their work and the company. He wanted to build a company where every employee felt they owned the castle. Ralph believed that communication was essential to making an employee feel a part of the group, so he often said that he never wanted employees to “read about their company in the media and learn something new.”
Because RLI is international in scope it is possible that on any given day or time two thirds of its 2,000 employees are outside an office. To conquer the communication this problem imposes Ralph is surveying his managers to see if they think a new, but very expensive, “dashboard” intranet system would be worth the expenditure. The system would ensure optimal communication strategies allowing every employee remote access from wherever they are. Regardless, of location every employee can share information on the dashboard from their cell phone. However, it does not offer a “SKYPE” feature. Management has sent a short questionnaire to you asking the following questions:
A) How would the new tool influence job performance positively in RLI?
B) Could dependence on a program which does not permit access to verbal or face to face communications hinder job performance in a global setting? If so why?
C) If the dashboard was only presented in English would this be a factor in its intracompany success?
D) One of the biggest reasons suggested for purchasing the system is that it allows information to flow both from top down to bottom up. Do you see this as possible if the company is not structured in a similar way? If so why, if not why not?
2) Email Over All! Richard Burton is one of the production supervisors at Lighting R Us a branch of RLI. Richard supervises 25 employees and has been performing well in this same job for 5 years. Burton wants a promotion in the foreseeable future but feels it unlikely. Burton is always “on”. He has 24/7 email access, texts al.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
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তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
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The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Answers about how you can do more with Walmart!"
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
11215, 910 AMStrategies for Learning from FailurePage 1.docx
1. 11/2/15, 9:10 AMStrategies for Learning from Failure
Page 1 of 20https://hbr.org/2011/04/strategies-for-learning-
from-failure
LEADERSHIP
Strategies for Learning from
Failure
by Amy C. Edmondson
FROM THE APRIL 2011 ISSUE
The wisdom of learning from failure is incontrovertible. Yet
organizations that do itwell are extraordinarily rare. This gap is
not due to a lack of commitment tolearning. Managers in the
vast majority of enterprises that I have studied over the
past 20 years—pharmaceutical, financial services, product
design, telecommunications, and
construction companies; hospitals; and NASA’s space shuttle
program, among others—
genuinely wanted to help their organizations learn from failures
to improve future
performance. In some cases they and their teams had devoted
many hours to after-action
reviews, postmortems, and the like. But time after time I saw
that these painstaking efforts
2. led to no real change. The reason: Those managers were
thinking about failure the wrong
way.
https://hbr.org/topic/leadership
https://hbr.org/search?term=amy+c.+edmondson
https://hbr.org/
11/2/15, 9:10 AMStrategies for Learning from Failure
Page 2 of 20https://hbr.org/2011/04/strategies-for-learning-
from-failure
Most executives I’ve talked to believe that failure is bad (of
course!). They also believe that
learning from it is pretty straightforward: Ask people to reflect
on what they did wrong and
exhort them to avoid similar mistakes in the future—or, better
yet, assign a team to review
and write a report on what happened and then distribute it
throughout the organization.
These widely held beliefs are misguided. First, failure is not
always bad. In organizational
life it is sometimes bad, sometimes inevitable, and sometimes
even good. Second, learning
from organizational failures is anything but straightforward.
The attitudes and activities
3. required to effectively detect and analyze failures are in short
supply in most companies,
and the need for context-specific learning strategies is
underappreciated. Organizations
need new and better ways to go beyond lessons that are
superficial (“Procedures weren’t
followed”) or self-serving (“The market just wasn’t ready for
our great new product”). That
means jettisoning old cultural beliefs and stereotypical notions
of success and embracing
failure’s lessons. Leaders can begin by understanding how the
blame game gets in the way.
The Blame Game
11/2/15, 9:10 AMStrategies for Learning from Failure
Page 3 of 20https://hbr.org/2011/04/strategies-for-learning-
from-failure
Failure and fault are virtually inseparable in most households,
organizations, and cultures.
Every child learns at some point that admitting failure means
taking the blame. That is why
so few organizations have shifted to a culture of psychological
safety in which the rewards
4. of learning from failure can be fully realized.
Executives I’ve interviewed in organizations as different as
hospitals and investment banks
admit to being torn: How can they respond constructively to
failures without giving rise to
an anything-goes attitude? If people aren’t blamed for failures,
what will ensure that they
try as hard as possible to do their best work?
This concern is based on a false dichotomy. In actuality, a
culture that makes it safe to admit
and report on failure can—and in some organizational contexts
must—coexist with high
standards for performance. To understand why, look at the
exhibit “A Spectrum of Reasons
for Failure,” which lists causes ranging from deliberate
deviation to thoughtful
experimentation.
Which of these causes involve blameworthy actions? Deliberate
deviance, first on the list,
obviously warrants blame. But inattention might not. If it
results from a lack of effort,
perhaps it’s blameworthy. But if it results from fatigue near the
end of an overly long shift,
5. the manager who assigned the shift is more at fault than the
employee. As we go down the
list, it gets more and more difficult to find blameworthy acts. In
fact, a failure resulting from
thoughtful experimentation that generates valuable information
may actually be
praiseworthy.
When I ask executives to consider this spectrum and then to
estimate how many of the
failures in their organizations are truly blameworthy, their
answers are usually in single
digits—perhaps 2% to 5%. But when I ask how many are treated
as blameworthy, they say
11/2/15, 9:10 AMStrategies for Learning from Failure
Page 4 of 20https://hbr.org/2011/04/strategies-for-learning-
from-failure
(after a pause or a laugh) 70% to 90%. The unfortunate
consequence is that many failures go
unreported and their lessons are lost.
Not All Failures Are Created Equal
A sophisticated understanding of failure’s causes and contexts
will help to avoid the blame
6. game and institute an effective strategy for learning from
failure. Although an infinite
number of things can go wrong in organizations, mistakes fall
into three broad categories:
preventable, complexity-related, and intelligent.
11/2/15, 9:10 AMStrategies for Learning from Failure
Page 5 of 20https://hbr.org/2011/04/strategies-for-learning-
from-failure
Preventable failures in predictable operations.
Most failures in this category can indeed be considered “bad.”
They usually involve
deviations from spec in the closely defined processes of high-
volume or routine operations
in manufacturing and services. With proper training and
support, employees can follow
those processes consistently. When they don’t, deviance,
inattention, or lack of ability is
usually the reason. But in such cases, the causes can be readily
identified and solutions
developed. Checklists (as in the Harvard surgeon Atul
Gawande’s recent best seller The
Checklist Manifesto) are one solution. Another is the vaunted
7. Toyota Production System,
which builds continual learning from tiny failures (small
process deviations) into its
approach to improvement. As most students of operations know
well, a team member on a
Toyota assembly line who spots a problem or even a potential
problem is encouraged to pull
a rope called the andon cord, which immediately initiates a
diagnostic and problem-solving
process. Production continues unimpeded if the problem can be
remedied in less than a
minute. Otherwise, production is halted—despite the loss of
revenue entailed—until the
failure is understood and resolved.
http://us.macmillan.com/Book.aspx?isbn=9780805091748
http://www.toyota-
global.com/company/vision_philosophy/toyota_production_syst
em/
11/2/15, 9:10 AMStrategies for Learning from Failure
Page 6 of 20https://hbr.org/2011/04/strategies-for-learning-
from-failure
Unavoidable failures in complex systems.
A large number of organizational failures are due to the
inherent uncertainty of work: A
8. particular combination of needs, people, and problems may have
never occurred before.
Triaging patients in a hospital emergency room, responding to
enemy actions on the
battlefield, and running a fast-growing start-up all occur in
unpredictable situations. And in
complex organizations like aircraft carriers and nuclear power
plants, system failure is a
perpetual risk.
Although serious failures can be averted by following best
practices for safety and risk
management, including a thorough analysis of any such events
that do occur, small process
failures are inevitable. To consider them bad is not just a
misunderstanding of how complex
systems work; it is counterproductive. Avoiding consequential
failures means rapidly
identifying and correcting small failures. Most accidents in
hospitals result from a series of
small failures that went unnoticed and unfortunately lined up in
just the wrong way.
Intelligent failures at the frontier.
Failures in this category can rightly be considered “good,”
because they provide valuable
9. new knowledge that can help an organization leap ahead of the
competition and ensure its
future growth—which is why the Duke University professor of
management Sim Sitkin calls
them intelligent failures. They occur when experimentation is
necessary: when answers are
not knowable in advance because this exact situation hasn’t
been encountered before and
perhaps never will be again. Discovering new drugs, creating a
radically new business,
designing an innovative product, and testing customer reactions
in a brand-new market are
tasks that require intelligent failures. “Trial and error” is a
common term for the kind of
experimentation needed in these settings, but it is a misnomer,
because “error” implies that
there was a “right” outcome in the first place. At the frontier,
the right kind of
experimentation produces good failures quickly. Managers who
practice it can avoid the
unintelligent failure of conducting experiments at a larger scale
than necessary.
10. 11/2/15, 9:10 AMStrategies for Learning from Failure
Page 7 of 20https://hbr.org/2011/04/strategies-for-learning-
from-failure
Leaders of the product design firm IDEO understood this when
they launched a new
innovation-strategy service. Rather than help clients design new
products within their
existing lines—a process IDEO had all but perfected—the
service would help them create new
lines that would take them in novel strategic directions.
Knowing that it hadn’t yet figured
out how to deliver the service effectively, the company started a
small project with a
mattress company and didn’t publicly announce the launch of a
new business.
Although the project failed—the client did not change its
product strategy—IDEO learned
from it and figured out what had to be done differently. For
instance, it hired team members
with MBAs who could better help clients create new businesses
and made some of the
clients’ managers part of the team. Today strategic innovation
services account for more
than a third of IDEO’s revenues.
11. Tolerating unavoidable process failures in complex systems and
intelligent failures at the
frontiers of knowledge won’t promote mediocrity. Indeed,
tolerance is essential for any
organization that wishes to extract the knowledge such failures
provide. But failure is still
inherently emotionally charged; getting an organization to
accept it takes leadership.
11/2/15, 9:10 AMStrategies for Learning from Failure
Page 8 of 20https://hbr.org/2011/04/strategies-for-learning-
from-failure
How Leaders Can Build a
Psychologically Safe Environment
If an organization’s employees are to help
spot existing and pending failures and to
learn from them, their leaders must make it
safe to speak up. Julie Morath, the chief
operating officer of Children’s Hospital and
Clinics of Minnesota from 1999 to 2009, did
just that when she led a highly successful
effort to reduce medical errors. Here are five
practices I’ve identified in my research, with
examples of how Morath employed them to
build a psychologically safe environment.
12. Frame the Work Accurately
People need a shared understanding of the
kinds of failures that can be expected to
occur in a given work context (routine
production, complex operations, or
innovation) and why openness and
collaboration are important for surfacing and
learning from them. Accurate framing
detoxifies failure.
Building a Learning Culture
Only leaders can create and reinforce a culture that counteracts
the blame game and makes
people feel both comfortable with and responsible for surfacing
and learning from failures.
(See the sidebar “How Leaders Can Build a Psychologically
Safe Environment.”) They should
insist that their organizations develop a clear understanding of
what happened—not of “who
did it”—when things go wrong. This requires consistently
reporting failures, small and large;
systematically analyzing them; and proactively searching for
opportunities to experiment.
Leaders should also send the right message
about the nature of the work, such as
reminding people in R&D, “We’re in the
13. discovery business, and the faster we fail, the
faster we’ll succeed.” I have found that
managers often don’t understand or
appreciate this subtle but crucial point. They
also may approach failure in a way that is
inappropriate for the context. For example,
statistical process control, which uses data
analysis to assess unwarranted variances, is
not good for catching and correcting random
invisible glitches such as software bugs. Nor
does it help in the development of creative
new products. Conversely, though great
scientists intuitively adhere to IDEO’s slogan,
“Fail often in order to succeed sooner,” it
would hardly promote success in a
manufacturing plant.
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from-failure
In a complex operation like a hospital, many
consequential failures are the result of a
series of small events. To heighten awareness
of this system complexity, Morath presented
data on U.S. medical error rates, organized
discussion groups, and built a team of key
influencers from throughout the organization
to help spread knowledge and understanding
of the challenge.
Embrace Messengers
Those who come forward with bad news,
questions, concerns, or mistakes should be
rewarded rather than shot. Celebrate the
value of the news first and then figure out
how to fix the failure and learn from it.
Morath implemented “blameless
reporting”—an approach that encouraged
employees to reveal medical errors and near
misses anonymously. Her team created a new
patient safety report, which expanded on the
previous version by asking employees to
describe incidents in their own words and to
comment on the possible causes. Soon after
the new system was implemented, the rate of
reported failures shot up. Morath encouraged
her people to view the data as good news,
because the hospital could learn from
failures—and made sure that teams were
assigned to analyze every incident.
Acknowledge Limits
15. Being open about what you don’t know,
mistakes you’ve made, and what you can’t
get done alone will encourage others to do
the same.
Often one context or one kind of work
dominates the culture of an enterprise and
shapes how it treats failure. For instance,
automotive companies, with their
predictable, high-volume operations,
understandably tend to view failure as
something that can and should be prevented.
But most organizations engage in all three
kinds of work discussed above—routine,
complex, and frontier. Leaders must ensure
that the right approach to learning from
failure is applied in each. All organizations
learn from failure through three essential
activities: detection, analysis, and
experimentation.
Detecting Failure
16. Spotting big, painful, expensive failures is
easy. But in many organizations any failure
that can be hidden is hidden as long as it’s
The slogan “Fail
often in order to
succeed sooner”
would hardly
promote success in a
manufacturing plant.
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from-failure
As soon as she joined the hospital, Morath
explained her passion for patient safety and
acknowledged that as a newcomer, she had
only limited knowledge of how things worked
at Children’s. In group presentations and
one-on-one discussions, she made clear that
she would need everyone’s help to reduce
errors.
Invite Participation
17. Ask for observations and ideas and create
opportunities for people to detect and
analyze failures and promote intelligent
experiments. Inviting participation helps
defuse resistance and defensiveness.
Morath set up cross-disciplinary teams to
analyze failures and personally asked
thoughtful questions of employees at all
levels. Early on, she invited people to reflect
on their recent experiences in caring for
patients: Was everything as safe as they
would have wanted it to be? This helped them
recognize that the hospital had room for
improvement. Suddenly, people were lining
up to help.
Set Boundaries and Hold
People Accountable
Paradoxically, people feel psychologically
safer when leaders are clear about what acts
are blameworthy. And there must be
consequences. But if someone is punished or
fired, tell those directly and indirectly
affected what happened and why it
warranted blame.
unlikely to cause immediate or obvious harm.
The goal should be to surface it early, before it
has mushroomed into disaster.
Shortly after arriving from Boeing to take the
reins at Ford, in September 2006, Alan
18. Mulally instituted a new system for detecting
failures. He asked managers to color code
their reports green for good, yellow for
caution, or red for problems—a common
management technique. According to a 2009
story in Fortune, at his first few meetings all
the managers coded their operations green, to
Mulally’s frustration. Reminding them that
the company had lost several billion dollars
the previous year, he asked straight out,
“Isn’t anything not going well?” After one
tentative yellow report was made about a
serious product defect that would probably
delay a launch, Mulally responded to the
deathly silence that ensued with applause.
After that, the weekly staff meetings were full
of color.
That story illustrates a pervasive and
19. fundamental problem: Although many
methods of surfacing current and pending
failures exist, they are grossly underutilized.
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When she instituted blameless reporting,
Morath explained to employees that although
reporting would not be punished, specific
behaviors (such as reckless conduct,
conscious violation of standards, failing to
ask for help when over one’s head) would. If
someone makes the same mistake three
times and is then laid off, coworkers usually
express relief, along with sadness and
concern—they understand that patients
were at risk and that extra vigilance was
required from others to counterbalance the
person’s shortcomings.
Total Quality Management and soliciting
feedback from customers are well-known
techniques for bringing to light failures in
routine operations. High-reliability-
20. organization (HRO) practices help prevent
catastrophic failures in complex systems like
nuclear power plants through early detection.
Electricité de France, which operates 58
nuclear power plants, has been an exemplar
in this area: It goes beyond regulatory
requirements and religiously tracks each
plant for anything even slightly out of the ordinary,
immediately investigates whatever
turns up, and informs all its other plants of any anomalies.
Such methods are not more widely employed because all too
many messengers—even the
most senior executives—remain reluctant to convey bad news to
bosses and colleagues. One
senior executive I know in a large consumer products company
had grave reservations
about a takeover that was already in the works when he joined
the management team. But,
overly conscious of his newcomer status, he was silent during
discussions in which all the
other executives seemed enthusiastic about the plan. Many
months later, when the
21. takeover had clearly failed, the team gathered to review what
had happened. Aided by a
consultant, each executive considered what he or she might have
done to contribute to the
failure. The newcomer, openly apologetic about his past silence,
explained that others’
enthusiasm had made him unwilling to be “the skunk at the
picnic.”
In researching errors and other failures in hospitals, I
discovered substantial differences
across patient-care units in nurses’ willingness to speak up
about them. It turned out that
the behavior of midlevel managers—how they responded to
failures and whether they
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from-failure
encouraged open discussion of them, welcomed questions, and
displayed humility and
curiosity—was the cause. I have seen the same pattern in a wide
range of organizations.
22. A horrific case in point, which I studied for more than two
years, is the 2003 explosion of the
Columbia space shuttle, which killed seven astronauts (see
“Facing Ambiguous Threats,” by
Michael A. Roberto, Richard M.J. Bohmer, and Amy C.
Edmondson, HBR November 2006).
NASA managers spent some two weeks downplaying the
seriousness of a piece of foam’s
having broken off the left side of the shuttle at launch. They
rejected engineers’ requests to
resolve the ambiguity (which could have been done by having a
satellite photograph the
shuttle or asking the astronauts to conduct a space walk to
inspect the area in question), and
the major failure went largely undetected until its fatal
consequences 16 days later.
Ironically, a shared but unsubstantiated belief among program
managers that there was
little they could do contributed to their inability to detect the
failure. Postevent analyses
suggested that they might indeed have taken fruitful action. But
clearly leaders hadn’t
established the necessary culture, systems, and procedures.
23. One challenge is teaching people in an organization when to
declare defeat in an
experimental course of action. The human tendency to hope for
the best and try to avoid
failure at all costs gets in the way, and organizational
hierarchies exacerbate it. As a result,
failing R&D projects are often kept going much longer than is
scientifically rational or
economically prudent. We throw good money after bad, praying
that we’ll pull a rabbit out
of a hat. Intuition may tell engineers or scientists that a project
has fatal flaws, but the
formal decision to call it a failure may be delayed for months.
Again, the remedy—which does not necessarily involve much
time and expense—is to
reduce the stigma of failure. Eli Lilly has done this since the
early 1990s by holding “failure
parties” to honor intelligent, high-quality scientific experiments
that fail to achieve the
http://www.nasa.gov/columbia/home/index.html
https://hbr.org/2006/11/facing-ambiguous-threats/ar/1
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24. from-failure
desired results. The parties don’t cost much, and redeploying
valuable resources—
particularly scientists—to new projects earlier rather than later
can save hundreds of
thousands of dollars, not to mention kickstart potential new
discoveries.
Analyzing Failure
Once a failure has been detected, it’s essential to go beyond the
obvious and superficial
reasons for it to understand the root causes. This requires the
discipline—better yet, the
enthusiasm—to use sophisticated analysis to ensure that the
right lessons are learned and
the right remedies are employed. The job of leaders is to see
that their organizations don’t
just move on after a failure but stop to dig in and discover the
wisdom contained in it.
Why is failure analysis often shortchanged? Because examining
our failures in depth is
emotionally unpleasant and can chip away at our self-esteem.
Left to our own devices, most
of us will speed through or avoid failure analysis altogether.
Another reason is that
25. analyzing organizational failures requires inquiry and openness,
patience, and a tolerance
for causal ambiguity. Yet managers typically admire and are
rewarded for decisiveness,
efficiency, and action—not thoughtful reflection. That is why
the right culture is so
important.
The challenge is more than emotional; it’s cognitive, too. Even
without meaning to, we all
favor evidence that supports our existing beliefs rather than
alternative explanations. We
also tend to downplay our responsibility and place undue blame
on external or situational
factors when we fail, only to do the reverse when assessing the
failures of others—a
psychological trap known as fundamental attribution error.
My research has shown that failure analysis is often limited and
ineffective—even in
complex organizations like hospitals, where human lives are at
stake. Few hospitals
systematically analyze medical errors or process flaws in order
to capture failure’s lessons.
Strategies for Learning from Failure
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Recent research in North Carolina hospitals, published in
November 2010 in the New
England Journal of Medicine, found that despite a dozen years
of heightened awareness that
medical errors result in thousands of deaths each year, hospitals
have not become safer.
Fortunately, there are shining exceptions to this pattern, which
continue to provide hope
that organizational learning is possible. At Intermountain
Healthcare, a system of 23
hospitals that serves Utah and southeastern Idaho, physicians’
deviations from medical
protocols are routinely analyzed for opportunities to improve
the protocols. Allowing
deviations and sharing the data on whether they actually
produce a better outcome
encourages physicians to buy into this program. (See “Fixing
Health Care on the Front
Lines,” by Richard M.J. Bohmer, HBR April 2010.)
27. Motivating people to go beyond first-order reasons (procedures
weren’t followed) to
understanding the second- and third-order reasons can be a
major challenge. One way to do
this is to use interdisciplinary teams with diverse skills and
perspectives. Complex failures
in particular are the result of multiple events that occurred in
different departments or
disciplines or at different levels of the organization.
Understanding what happened and how
to prevent it from happening again requires detailed, team-based
discussion and analysis.
A team of leading physicists, engineers, aviation experts, naval
leaders, and even astronauts
devoted months to an analysis of the Columbia disaster. They
conclusively established not
only the first-order cause—a piece of foam had hit the shuttle’s
leading edge during launch—
but also second-order causes: A rigid hierarchy and schedule-
obsessed culture at NASA
made it especially difficult for engineers to speak up about
anything but the most rock-solid
concerns.
28. Promoting Experimentation
http://www.nejm.org/doi/full/10.1056/NEJMsa1004404
https://hbr.org/2010/04/fixing-health-care-on-the-front-
lines/ar/1
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The third critical activity for effective learning is strategically
producing failures—in the
right places, at the right times—through systematic
experimentation. Researchers in basic
science know that although the experiments they conduct will
occasionally result in a
spectacular success, a large percentage of them (70% or higher
in some fields) will fail. How
do these people get out of bed in the morning? First, they know
that failure is not optional in
their work; it’s part of being at the leading edge of scientific
discovery. Second, far more
than most of us, they understand that every failure conveys
valuable information, and
they’re eager to get it before the competition does.
In contrast, managers in charge of piloting a new product or
29. service—a classic example of
experimentation in business—typically do whatever they can to
make sure that the pilot is
perfect right out of the starting gate. Ironically, this hunger to
succeed can later inhibit the
success of the official launch. Too often, managers in charge of
pilots design optimal
conditions rather than representative ones. Thus the pilot
doesn’t produce knowledge about
what won’t work.
In the very early days of DSL, a major telecommunications
company I’ll call Telco did a full-
scale launch of that high-speed technology to consumer
households in a major urban
market. It was an unmitigated customer-service disaster. The
company missed 75% of its
commitments and found itself confronted with a staggering
12,000 late orders. Customers
Too often, pilots are conducted under
optimal conditions rather than
representative ones. Thus they can’t show
what won’t work.
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Designing Successful Failures
Perhaps unsurprisingly, pilot projects are
usually designed to succeed rather than to
produce intelligent failures—those that
generate valuable information. To know if
you’ve designed a genuinely useful pilot,
consider whether your managers can answer
yes to the following questions:
were frustrated and upset, and service reps couldn’t even begin
to answer all their calls.
Employee morale suffered. How could this happen to a leading
company with high
satisfaction ratings and a brand that had long stood for
excellence?
A small and extremely successful suburban pilot had lulled
Telco executives into a
misguided confidence. The problem was that the pilot did not
resemble real service
conditions: It was staffed with unusually personable, expert
service reps and took place in a
community of educated, tech-savvy customers. But DSL was a
31. brand-new technology and,
unlike traditional telephony, had to interface with customers’
highly variable home
computers and technical skills. This added complexity and
unpredictability to the service-
delivery challenge in ways that Telco had not fully appreciated
before the launch.
A more useful pilot at Telco would have tested the technology
with limited support,
unsophisticated customers, and old computers. It would have
been designed to discover
everything that could go wrong—instead of proving that under
the best of conditions
everything would go right. (See the sidebar “Designing
Successful Failures.”) Of course, the
managers in charge would have to have understood that they
were going to be rewarded not
for success but, rather, for producing intelligent failures as
quickly as possible.
In short, exceptional organizations are those
that go beyond detecting and analyzing
failures and try to generate intelligent ones
for the express purpose of learning and
32. innovating. It’s not that managers in these
organizations enjoy failure. But they
recognize it as a necessary by-product of
experimentation. They also realize that they
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Is the pilot being tested under typical
circumstances (rather than optimal
conditions)?
Do the employees, customers, and resources
represent the firm’s real operating
environment?
Is the goal of the pilot to learn as much as
possible (rather than to demonstrate the
value of the proposed offering)?
Is the goal of learning well understood by all
employees and managers?
Is it clear that compensation and
performance reviews are not based on a
successful outcome for the pilot?
Were explicit changes made as a result of the
33. pilot test?
don’t have to do dramatic experiments with
large budgets. Often a small pilot, a dry run of
a new technique, or a simulation will suffice.
The courage to confront our own and others’
imperfections is crucial to solving the
apparent contradiction of wanting neither to
discourage the reporting of problems nor to
create an environment in which anything
goes. This means that managers must ask
employees to be brave and speak up—and
must not respond by expressing anger or
strong disapproval of what may at first appear
to be incompetence. More often than we
realize, complex systems are at work behind
organizational failures, and their lessons and
improvement opportunities are lost when
conversation is stifled.
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from-failure
Savvy managers understand the risks of unbridled toughness.
They know that their ability
to find out about and help resolve problems depends on their
ability to learn about them.
But most managers I’ve encountered in my research, teaching,
and consulting work are far
more sensitive to a different risk—that an understanding
response to failures will simply
create a lax work environment in which mistakes multiply.
This common worry should be replaced by a new paradigm—
one that recognizes the
inevitability of failure in today’s complex work organizations.
Those that catch, correct, and
learn from failure before others do will succeed. Those that
wallow in the blame game will
not.
A version of this article appeared in the April 2011 issue of
Harvard Business Review.
35. https://hbr.org/archive-toc/BR1104
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Amy C. Edmondson is the Novartis Professor of Leadership and
Management at
Harvard Business School and author of Teaming: How
Organizations Learn, Innovate, and
Compete in the Knowledge Economy (Jossey-Bass, 2012). She
received her PhD in
organizational behavior, AM in psychology, and AB in
engineering and design, all from
Harvard University.
Related Topics:
O R G A N I Z AT I O N A L C U LT U R E | K N O W L E D
G E M A N A G E M E N T | B U S I N E S S P R O C E S S
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E X P E R I M E N TAT I O N
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