11869841.ppt
•Download as PPT, PDF•
0 likes•5 views
This document summarizes a self-awareness workshop that included exercises on understanding oneself, self-esteem, and effective group processes. Participants introduced themselves and discussed qualities of self-managed individuals. Exercises explored self-awareness using questionnaires and the Johari window model of personal awareness. The group also took part in a survival simulation ranking necessary items and reflecting on roles within the team. The workshop aimed to help participants develop greater self-awareness, establish goals, and improve their effectiveness through ongoing introspection.
Report
Share
Report
Share
Recommended
Johari Window
The document introduces the Johari Window model, which is a tool for self-awareness, personal development, and understanding relationships. The model uses a two-by-two grid to divide information about a person into four categories: open self, blind self, hidden self, and unknown self. These categories are based on what aspects of oneself are known to oneself and others. The document explains how the model can be used to facilitate communication, personal growth, and building trust between individuals.
JOHARI WINDOW.pdf
The document summarizes the Johari Window model of interpersonal communication and relationships. The Johari Window consists of four quadrants representing what a person knows about themselves (open and hidden areas) and what others know about them (open and blind areas). The goal is to increase the open area through self-awareness, feedback, and disclosure to improve understanding between individuals. The model uses a series of questions to help people understand their own behaviors and how others perceive them in order to reduce blind spots and the unknown area.
Emotional mastery with shadow work
This document provides information about shadow work and increasing self-awareness. It discusses how understanding one's shadow side through shadow work can help with personal growth. The Johari window model is introduced as a tool to improve self-awareness by categorizing what is known and unknown about oneself to others. Shadow work techniques include observing reactions, feeling emotions, journaling, meditating, and challenging positive self-perceptions. Facing one's shadow through such techniques can increase self-acceptance, improve relationships, and enhance well-being and life purpose.
Johari window
The Johari Window is a communication model developed by American psychologists Joseph Luft and Harry Ingham in 1955. It is used to improve self-awareness and understanding between individuals. The model divides information about a person into four quadrants: open self (what is known by self and others), blind self (known by others but not self), hidden self (known by self but not others), and unknown self (unknown by both self and others). Understanding how one communicates and is perceived in each quadrant can increase self-awareness, improve interpersonal relationships, and support personal and group development. While it provides benefits, some may react negatively to feedback or share information in unwanted ways.
Women in Innovation: Embracing your Multi-faceted Career Salon
This document summarizes a Women in Innovation event featuring Melanie Kahl discussing embracing a multifaceted career. The event focused on strategies for articulating one's diverse skills and perspectives, uncovering insights from the intersections of those perspectives, and capturing wisdom from nonlinear career paths. Attendees shared perspectives and career twists in breakout sessions, discussing how embracing complexity can empower innovative leadership. The goal is to feel more aligned and empowered in navigating unique career paths by celebrating one's full self and story.
Doomed to succeed
It is difficult to be successful on your own as so often said...there is no "I" in teamwork. The choice is to manage sales or to manage people.
Pm leadership workshop 2021 greece
The workshop aims to help project managers improve their lifelong leadership skills. It will cover emotional intelligence, values and ethics, and practical leadership techniques. The session will define leadership, discuss important leadership traits, and explore leadership styles. Participants will also reflect on their own values and have an opportunity to ask questions and discuss next steps for developing their leadership abilities.
Reading in Social Studies and Science
A presentation told in three parts: 1) Building your background about you as a reader and about reading; 2) Applying the knowledge to the classroom; 3) Focusing on what's unique to your discipline. (Please note that the three big questions are from Beers and Probst's Reading Nonfiction and the chart on gradual release is based on the work of Doug Fisher and Nancy Frey, Better Learning Through Structured Teaching.)
Recommended
Johari Window
The document introduces the Johari Window model, which is a tool for self-awareness, personal development, and understanding relationships. The model uses a two-by-two grid to divide information about a person into four categories: open self, blind self, hidden self, and unknown self. These categories are based on what aspects of oneself are known to oneself and others. The document explains how the model can be used to facilitate communication, personal growth, and building trust between individuals.
JOHARI WINDOW.pdf
The document summarizes the Johari Window model of interpersonal communication and relationships. The Johari Window consists of four quadrants representing what a person knows about themselves (open and hidden areas) and what others know about them (open and blind areas). The goal is to increase the open area through self-awareness, feedback, and disclosure to improve understanding between individuals. The model uses a series of questions to help people understand their own behaviors and how others perceive them in order to reduce blind spots and the unknown area.
Emotional mastery with shadow work
This document provides information about shadow work and increasing self-awareness. It discusses how understanding one's shadow side through shadow work can help with personal growth. The Johari window model is introduced as a tool to improve self-awareness by categorizing what is known and unknown about oneself to others. Shadow work techniques include observing reactions, feeling emotions, journaling, meditating, and challenging positive self-perceptions. Facing one's shadow through such techniques can increase self-acceptance, improve relationships, and enhance well-being and life purpose.
Johari window
The Johari Window is a communication model developed by American psychologists Joseph Luft and Harry Ingham in 1955. It is used to improve self-awareness and understanding between individuals. The model divides information about a person into four quadrants: open self (what is known by self and others), blind self (known by others but not self), hidden self (known by self but not others), and unknown self (unknown by both self and others). Understanding how one communicates and is perceived in each quadrant can increase self-awareness, improve interpersonal relationships, and support personal and group development. While it provides benefits, some may react negatively to feedback or share information in unwanted ways.
Women in Innovation: Embracing your Multi-faceted Career Salon
This document summarizes a Women in Innovation event featuring Melanie Kahl discussing embracing a multifaceted career. The event focused on strategies for articulating one's diverse skills and perspectives, uncovering insights from the intersections of those perspectives, and capturing wisdom from nonlinear career paths. Attendees shared perspectives and career twists in breakout sessions, discussing how embracing complexity can empower innovative leadership. The goal is to feel more aligned and empowered in navigating unique career paths by celebrating one's full self and story.
Doomed to succeed
It is difficult to be successful on your own as so often said...there is no "I" in teamwork. The choice is to manage sales or to manage people.
Pm leadership workshop 2021 greece
The workshop aims to help project managers improve their lifelong leadership skills. It will cover emotional intelligence, values and ethics, and practical leadership techniques. The session will define leadership, discuss important leadership traits, and explore leadership styles. Participants will also reflect on their own values and have an opportunity to ask questions and discuss next steps for developing their leadership abilities.
Reading in Social Studies and Science
A presentation told in three parts: 1) Building your background about you as a reader and about reading; 2) Applying the knowledge to the classroom; 3) Focusing on what's unique to your discipline. (Please note that the three big questions are from Beers and Probst's Reading Nonfiction and the chart on gradual release is based on the work of Doug Fisher and Nancy Frey, Better Learning Through Structured Teaching.)
Exploratory Leadership / Navigating The Unknown
This document discusses exploratory leadership and navigating the unknown. It defines exploratory leadership as motivating people to travel into the unknown to discover possibilities. Exploratory leaders act with a curious mindset, in alignment with their desires, and with intentional focus. The document also discusses maintaining a learning community, disciplined practice of running operations and innovating, focusing on positive mindsets and stories, aligning actions with one's purpose or desire, and asking questions to identify unknown challenges and priorities.
Personal Development Workshop _ by Slidesgo.pptx
This document provides an overview of capacity development and personal development planning. It begins with definitions of capacity development and conceptualizes it as a process that enhances individual skills, knowledge, and capabilities. It then outlines 9 components of systemic capacity building including technical skills, sufficient staffing, and planning systems. The document discusses identifying current capacities, establishing goals and visions, and determining capacities to strengthen. It also covers identifying personality types, SWOT analysis, and practical exercises. Overall, the document provides guidance on capacity development strategies and personal development planning.
Self awareness
This document discusses self-awareness and the Johari window model of self-disclosure. It explains that self-awareness allows humans to think about their own thoughts and feelings, and promotes personal growth. The Johari window model represents four panes that describe what a person knows about themselves, what others know, and the areas that are unknown. As relationships develop through open communication and feedback, the open pane grows while the hidden and blind panes shrink. Self-disclosure plays a key role in developing strong, trusting relationships by revealing private information between individuals.
GLS 2014: WEx Design Jam - a foundation for work with impact
A hands-on workshop presented at the Games+Learning+Society (GLS) Conference 2014. Our slides are a toolkit for building a strong start for your work.
"Do you have a promising idea or a project-in-progress? Are you wondering how to make it a success? This design jam will help you dig into your work - answering the questions that help grow ideas and games that impact. It’s an opportunity to get better at what you do, through strategizing, clarifying ideas, and integrating new perspectives. In this session, you’ll focus on what you are(and are not!) trying to create, as you refine your audience and stakeholders, vision and goals and uncover your project’s unique path to success."
Hard Core Input for Growth (LEAD Clusters 1 & 2)
The document provides summaries of 19 influential management books published since 2000. Some of the key ideas discussed include:
- Nassim Nicholas Taleb's Black Swan warns against trying to predict rare events and argues people are blind to uncertainty.
- Malcolm Gladwell's Outliers examines how context and opportunity play crucial roles in success.
- Thaler and Sunstein's Nudge explores how subtle "nudges" can influence people's choices in predictable ways.
- Clay Shirky's Here Comes Everybody discusses how new media enables collective action and lowers the cost of failure, allowing communities to take ideas to new levels.
- Daniel Pink's A Whole New Mind argues that in the
Respond to each student 1 with at least 150 wordsStudent 1 http.docx
The research found that the most effective leaders use a combination of six distinct leadership styles, each tied to different components of emotional intelligence. The styles are coercive, authoritative, affiliative, democratic, pacesetting, and coaching. Rather than relying on just one style, highly successful leaders seamlessly switch between the styles as needed based on the business situation. The research also found that different leadership styles have measurable impacts on key aspects of organizational climate like flexibility, responsibility, and clarity. Leaders who positively impacted climate through their flexible use of styles achieved better financial results.
Presentation on Self Awareness
A PPT on self introspection and different ways of analysis and improving in self assessment.
These slides gives a brief by discussing the pilars of Self Awareness and explaining the SWOT Analysis and the Johari WIndow
Presentaton on Self Awareness
A presentation for self - introspection and letting you know the key points for assessing yourself .
The 5 pillars of Self Awareness and Techniques of Self analyses are explained briefly.
Presentataion on self awareness
This document discusses the importance of self-awareness. It outlines 5 pillars of self-awareness: emotional intelligence, core self-evaluation, self-esteem, values, and learning styles. It also discusses attitude towards change, SWOT analysis, the Johari Window model of self-awareness, and why soft skills are important. The key aspects covered include identifying strengths and weaknesses, recognizing opportunities and threats, understanding what is known and unknown to oneself and others, and how self-awareness can add value to performance and teamwork.
Leading Difference Differently Webinar
Webinar hosted by the Future of Work Academy (www.thefutureofworkacademy.com) on Leading Difference Differently - Unlocking the organisational benefits of diversity
Self awareness
Knowing your strengths, weaknesses, vulnerabilities, thoughts, and feelings is a big step towards knowing who you really are.
Self-awareness is the key to preventing the emotional drama that guides your reactions to situations and other people.
self-awareness.pptx
This document discusses self-awareness and provides information about internal and external self-awareness. It defines self-awareness as knowing one's internal states, preferences, resources, and intuitions. There are two types of self-awareness: internal involves awareness of one's values, passions, beliefs, reactions, strengths and weaknesses; external involves understanding how others view us regarding these same factors. Self-awareness is looking inward at how one's actions, thoughts, and emotions align with internal standards. Research shows high self-awareness is linked to security, better relationships, and overall happiness. Ways to increase self-awareness include feedback from others, journaling, mindfulness practice, and an activity called the Joh
The johari-window final
This model is a simple and useful tool to illustrate and improve self awareness, mutual understanding within a group or team
Persuasion Equation The Subtle Science of Getting Your Way.docx
Persuasion Equation: The Subtle Science of Getting Your Way
by Mark Rodgers
AMACOM. (c) 2015. Copying Prohibited.
Reprinted for Personal Account, Purdue University Global
[email protected]
Reprinted with permission as a subscription benefit of Skillport,
All rights reserved. Reproduction and/or distribution in whole or in part in electronic,paper or other forms
without written permission is prohibited.
Chapter 2: Decision Making—The Surprising Reasons People Say Yes and No
Picking his way through the cramped ballroom, with people-filled padded chairs all askew, there was no clear route. Obstacles,
however, were not this man’s primary concern. On his face, you could see his mind racing—searching for what he would say
once he was in front of the crowd. Few people like public speaking, but this situation seemed even more torturous than usual.
He found his standing spot, turned, and faced the crowd.
“I have traveled three hours round-trip every day to attend this session. I’ve driven dangerous roads and in heavy traffic. You
are a talented and knowledgeable group. I have learned from you, and you have learned from me. And I sure could use the
money to help pay for gas. Please, please. Pick me!”
That scene played out in a Calgary persuasion workshop during which I asked three volunteers to vie for a single, crisp $100
bill by convincing the audience to individually award them the money. The idea: Whoever makes the most compelling case,
winning the affections of the crowd, walks away with the cash and the bragging rights.
Participants are allowed to make their case in any way they deem appropriate, with one exception: They can’t share the money
or materially benefit the crowd in any way. (I’ll buy you all drinks!) Adding to the pressure, I give them just four minutes to
develop their case and only 25 seconds to present it.
What would you say if you were in this situation?
This activity mirrors business life today in many ways. You are often in competition with others for the account, the promotion,
the project. You must think on your feet and be able to put together compelling arguments fast, and you might not have much
time to state your case. Sometimes you need to do all this—especially in peer-to-peer persuasion situations—without offering
your target some sort of material gain. Not an easy assignment, to be sure.
The most interesting aspect of this workshop activity, though, is not the people vying for the money—it’s the people deciding
who will earn the money. You may think that people are carefully analyzing participants’ arguments, weighing the pros and the
cons to rationally decide who gets their votes. That’s not what’s happening. At all. The surprising truth is that most people have
no idea why they say yes.
UNEXPECTED TRUTHS ABOUT YOUR THINKING
Nobel Prize–winning economist and author Daniel Kahneman suggests that human beings possess two “systems” for thinking:
one that processes information very quickly, and one that d ...
Johari window
The document discusses the Johari Window model of self-awareness and interpersonal feedback. The model divides information about a person into four quadrants based on what is known to them and others: Open/Arena (public), Blind Spot (unknown to self), Hidden/Facade (known to self but not others), and Unknown (unknown to both). The goal is to increase the Open area and decrease the other areas through soliciting feedback from others and self-disclosure. Specific Johari Window types are also described that reflect different participation styles in giving and receiving feedback.
Y&R Study Results: Secrets and lies sept 19
This document describes a study that used both explicit and implicit questioning methods to gain a deeper understanding of consumer values, attitudes, and brands. The study found that consciously reported values and brand preferences often differed significantly from unconscious motivations. Globally, a new mainstream consumer profile is emerging defined by individuality, fluid identities, and comfort with complexity rather than conformity. This "Generation World" shares a sense of empowerment from technology and feels marketers do not fully understand them. The study suggests marketers should move away from targeting single homogeneous segments and instead acknowledge consumers' paradoxical motivations.
Advancing Teacher Leadership Through Advocacy - July 2013
Advocacy for students and teachers is an important aspect of English language teaching. How can teachers advance their leadership skills through advocacy? Workshop presentation to the University of Alabama Birmingham School of Education ESL program.
PERDEV WEEK 1-1.pptx
This document outlines the content and structure of a PERDEV personal development course. It has 4 units covering self-development, personal aspects, relationships, and career development. The course uses experiential learning with activities, projects, discussions and reflections for students to explore development themes. Students will interact with classmates and write personal reflections. The teacher guides activities and modules while students drive their own learning. A reader with activity sheets and readings is provided. Students are assessed through rubrics for portfolio outputs like presentations. The course aims to help students gain self-knowledge through social interactions and insight into how others see them.
golden-sample-report 2 copy
This document provides a personality assessment for an individual named John Sample. It analyzes his personality using the Golden Personality model, which examines four dimensions: where he focuses his energy (Extraverting), how he gathers information (iNtuiting), how he makes decisions (Feeling), and how he approaches life (Adapting). Based on this, his overall personality type is determined to be ENFA. The report then provides insights into John's likely strengths, areas for growth, communication and teamwork style, and motivators.
Johari window
The Johari Window model is a psychological framework for understanding interpersonal awareness and relationships. It was developed in the 1950s by American psychologists Joseph Luft and Harry Ingham. The model visualizes personal information as being divided among four categories: open self (known to self and others), blind spot (unknown to self but known to others), hidden self (known to self but unknown to others), and unknown (unknown to both self and others). The goal of the model is to increase the open self through self-disclosure and feedback between individuals and within groups. This allows for improved communication, cooperation, and overall team effectiveness.
How to win friends and influence people Arabic.pdf
Six ways to Make People Like You
Become genuinely interested in other people.
Smile.
Remember that a person's name is to that person the sweetest and most important sound in any language.
Be a good listener. ...
Talk in terms of the other person's interests.
Make the other person feel important – and do it sincerely.
We’ve all heard it: leaders who just love to hear themselves talk…and talk and talk…never landing on a point or delivering a clear message. If you’ve ever been told you’re an “over talker” or that people don’t understand you, try a couple of these tips:
Think about the “headline” of what you want to say – and say that first.
Include a few specifics, but keep your points crisp – edit yourself.
Pay attention to your listeners – respond to their interests.
Target your message to your audience – it’s not about you.
Ditch the filler words – they keep your mouth moving but add no value.
1 minute communication.pdf
If you are an introvert, starting a conversation may be difficult, but it’s a skill that can and should be developed. Social conversations can be a great foundation to nurture and develop work relationships. And, through the simple art of conversation, you can begin building enough social capital to address tough issues when you have to.
Here are a few tips to think about:
Think ahead…have a story, a question or a news item to share for any occasion…a hallway conversation, meeting or event.
Listen more than you talk…ask interesting questions; be genuine; focus on others.
Tailor your conversation…a political topic with a like-minded politico is okay; but don’t say “how are those Vikings” if your listener doesn’t watch football.
Take your turn…a conversation is a group project with no room for monologues even if you think you are clever, funny and engaging.
Be authentic…don’t use a phony politeness; drop any affectations or phrases that you think are cool or trendy. Be you.
More Related Content
Similar to 11869841.ppt
Exploratory Leadership / Navigating The Unknown
This document discusses exploratory leadership and navigating the unknown. It defines exploratory leadership as motivating people to travel into the unknown to discover possibilities. Exploratory leaders act with a curious mindset, in alignment with their desires, and with intentional focus. The document also discusses maintaining a learning community, disciplined practice of running operations and innovating, focusing on positive mindsets and stories, aligning actions with one's purpose or desire, and asking questions to identify unknown challenges and priorities.
Personal Development Workshop _ by Slidesgo.pptx
This document provides an overview of capacity development and personal development planning. It begins with definitions of capacity development and conceptualizes it as a process that enhances individual skills, knowledge, and capabilities. It then outlines 9 components of systemic capacity building including technical skills, sufficient staffing, and planning systems. The document discusses identifying current capacities, establishing goals and visions, and determining capacities to strengthen. It also covers identifying personality types, SWOT analysis, and practical exercises. Overall, the document provides guidance on capacity development strategies and personal development planning.
Self awareness
This document discusses self-awareness and the Johari window model of self-disclosure. It explains that self-awareness allows humans to think about their own thoughts and feelings, and promotes personal growth. The Johari window model represents four panes that describe what a person knows about themselves, what others know, and the areas that are unknown. As relationships develop through open communication and feedback, the open pane grows while the hidden and blind panes shrink. Self-disclosure plays a key role in developing strong, trusting relationships by revealing private information between individuals.
GLS 2014: WEx Design Jam - a foundation for work with impact
A hands-on workshop presented at the Games+Learning+Society (GLS) Conference 2014. Our slides are a toolkit for building a strong start for your work.
"Do you have a promising idea or a project-in-progress? Are you wondering how to make it a success? This design jam will help you dig into your work - answering the questions that help grow ideas and games that impact. It’s an opportunity to get better at what you do, through strategizing, clarifying ideas, and integrating new perspectives. In this session, you’ll focus on what you are(and are not!) trying to create, as you refine your audience and stakeholders, vision and goals and uncover your project’s unique path to success."
Hard Core Input for Growth (LEAD Clusters 1 & 2)
The document provides summaries of 19 influential management books published since 2000. Some of the key ideas discussed include:
- Nassim Nicholas Taleb's Black Swan warns against trying to predict rare events and argues people are blind to uncertainty.
- Malcolm Gladwell's Outliers examines how context and opportunity play crucial roles in success.
- Thaler and Sunstein's Nudge explores how subtle "nudges" can influence people's choices in predictable ways.
- Clay Shirky's Here Comes Everybody discusses how new media enables collective action and lowers the cost of failure, allowing communities to take ideas to new levels.
- Daniel Pink's A Whole New Mind argues that in the
Respond to each student 1 with at least 150 wordsStudent 1 http.docx
The research found that the most effective leaders use a combination of six distinct leadership styles, each tied to different components of emotional intelligence. The styles are coercive, authoritative, affiliative, democratic, pacesetting, and coaching. Rather than relying on just one style, highly successful leaders seamlessly switch between the styles as needed based on the business situation. The research also found that different leadership styles have measurable impacts on key aspects of organizational climate like flexibility, responsibility, and clarity. Leaders who positively impacted climate through their flexible use of styles achieved better financial results.
Presentation on Self Awareness
A PPT on self introspection and different ways of analysis and improving in self assessment.
These slides gives a brief by discussing the pilars of Self Awareness and explaining the SWOT Analysis and the Johari WIndow
Presentaton on Self Awareness
A presentation for self - introspection and letting you know the key points for assessing yourself .
The 5 pillars of Self Awareness and Techniques of Self analyses are explained briefly.
Presentataion on self awareness
This document discusses the importance of self-awareness. It outlines 5 pillars of self-awareness: emotional intelligence, core self-evaluation, self-esteem, values, and learning styles. It also discusses attitude towards change, SWOT analysis, the Johari Window model of self-awareness, and why soft skills are important. The key aspects covered include identifying strengths and weaknesses, recognizing opportunities and threats, understanding what is known and unknown to oneself and others, and how self-awareness can add value to performance and teamwork.
Leading Difference Differently Webinar
Webinar hosted by the Future of Work Academy (www.thefutureofworkacademy.com) on Leading Difference Differently - Unlocking the organisational benefits of diversity
Self awareness
Knowing your strengths, weaknesses, vulnerabilities, thoughts, and feelings is a big step towards knowing who you really are.
Self-awareness is the key to preventing the emotional drama that guides your reactions to situations and other people.
self-awareness.pptx
This document discusses self-awareness and provides information about internal and external self-awareness. It defines self-awareness as knowing one's internal states, preferences, resources, and intuitions. There are two types of self-awareness: internal involves awareness of one's values, passions, beliefs, reactions, strengths and weaknesses; external involves understanding how others view us regarding these same factors. Self-awareness is looking inward at how one's actions, thoughts, and emotions align with internal standards. Research shows high self-awareness is linked to security, better relationships, and overall happiness. Ways to increase self-awareness include feedback from others, journaling, mindfulness practice, and an activity called the Joh
The johari-window final
This model is a simple and useful tool to illustrate and improve self awareness, mutual understanding within a group or team
Persuasion Equation The Subtle Science of Getting Your Way.docx
Persuasion Equation: The Subtle Science of Getting Your Way
by Mark Rodgers
AMACOM. (c) 2015. Copying Prohibited.
Reprinted for Personal Account, Purdue University Global
[email protected]
Reprinted with permission as a subscription benefit of Skillport,
All rights reserved. Reproduction and/or distribution in whole or in part in electronic,paper or other forms
without written permission is prohibited.
Chapter 2: Decision Making—The Surprising Reasons People Say Yes and No
Picking his way through the cramped ballroom, with people-filled padded chairs all askew, there was no clear route. Obstacles,
however, were not this man’s primary concern. On his face, you could see his mind racing—searching for what he would say
once he was in front of the crowd. Few people like public speaking, but this situation seemed even more torturous than usual.
He found his standing spot, turned, and faced the crowd.
“I have traveled three hours round-trip every day to attend this session. I’ve driven dangerous roads and in heavy traffic. You
are a talented and knowledgeable group. I have learned from you, and you have learned from me. And I sure could use the
money to help pay for gas. Please, please. Pick me!”
That scene played out in a Calgary persuasion workshop during which I asked three volunteers to vie for a single, crisp $100
bill by convincing the audience to individually award them the money. The idea: Whoever makes the most compelling case,
winning the affections of the crowd, walks away with the cash and the bragging rights.
Participants are allowed to make their case in any way they deem appropriate, with one exception: They can’t share the money
or materially benefit the crowd in any way. (I’ll buy you all drinks!) Adding to the pressure, I give them just four minutes to
develop their case and only 25 seconds to present it.
What would you say if you were in this situation?
This activity mirrors business life today in many ways. You are often in competition with others for the account, the promotion,
the project. You must think on your feet and be able to put together compelling arguments fast, and you might not have much
time to state your case. Sometimes you need to do all this—especially in peer-to-peer persuasion situations—without offering
your target some sort of material gain. Not an easy assignment, to be sure.
The most interesting aspect of this workshop activity, though, is not the people vying for the money—it’s the people deciding
who will earn the money. You may think that people are carefully analyzing participants’ arguments, weighing the pros and the
cons to rationally decide who gets their votes. That’s not what’s happening. At all. The surprising truth is that most people have
no idea why they say yes.
UNEXPECTED TRUTHS ABOUT YOUR THINKING
Nobel Prize–winning economist and author Daniel Kahneman suggests that human beings possess two “systems” for thinking:
one that processes information very quickly, and one that d ...
Johari window
The document discusses the Johari Window model of self-awareness and interpersonal feedback. The model divides information about a person into four quadrants based on what is known to them and others: Open/Arena (public), Blind Spot (unknown to self), Hidden/Facade (known to self but not others), and Unknown (unknown to both). The goal is to increase the Open area and decrease the other areas through soliciting feedback from others and self-disclosure. Specific Johari Window types are also described that reflect different participation styles in giving and receiving feedback.
Y&R Study Results: Secrets and lies sept 19
This document describes a study that used both explicit and implicit questioning methods to gain a deeper understanding of consumer values, attitudes, and brands. The study found that consciously reported values and brand preferences often differed significantly from unconscious motivations. Globally, a new mainstream consumer profile is emerging defined by individuality, fluid identities, and comfort with complexity rather than conformity. This "Generation World" shares a sense of empowerment from technology and feels marketers do not fully understand them. The study suggests marketers should move away from targeting single homogeneous segments and instead acknowledge consumers' paradoxical motivations.
Advancing Teacher Leadership Through Advocacy - July 2013
Advocacy for students and teachers is an important aspect of English language teaching. How can teachers advance their leadership skills through advocacy? Workshop presentation to the University of Alabama Birmingham School of Education ESL program.
PERDEV WEEK 1-1.pptx
This document outlines the content and structure of a PERDEV personal development course. It has 4 units covering self-development, personal aspects, relationships, and career development. The course uses experiential learning with activities, projects, discussions and reflections for students to explore development themes. Students will interact with classmates and write personal reflections. The teacher guides activities and modules while students drive their own learning. A reader with activity sheets and readings is provided. Students are assessed through rubrics for portfolio outputs like presentations. The course aims to help students gain self-knowledge through social interactions and insight into how others see them.
golden-sample-report 2 copy
This document provides a personality assessment for an individual named John Sample. It analyzes his personality using the Golden Personality model, which examines four dimensions: where he focuses his energy (Extraverting), how he gathers information (iNtuiting), how he makes decisions (Feeling), and how he approaches life (Adapting). Based on this, his overall personality type is determined to be ENFA. The report then provides insights into John's likely strengths, areas for growth, communication and teamwork style, and motivators.
Johari window
The Johari Window model is a psychological framework for understanding interpersonal awareness and relationships. It was developed in the 1950s by American psychologists Joseph Luft and Harry Ingham. The model visualizes personal information as being divided among four categories: open self (known to self and others), blind spot (unknown to self but known to others), hidden self (known to self but unknown to others), and unknown (unknown to both self and others). The goal of the model is to increase the open self through self-disclosure and feedback between individuals and within groups. This allows for improved communication, cooperation, and overall team effectiveness.
Similar to 11869841.ppt (20)
GLS 2014: WEx Design Jam - a foundation for work with impact
GLS 2014: WEx Design Jam - a foundation for work with impact
Respond to each student 1 with at least 150 wordsStudent 1 http.docx
Respond to each student 1 with at least 150 wordsStudent 1 http.docx
Persuasion Equation The Subtle Science of Getting Your Way.docx
Persuasion Equation The Subtle Science of Getting Your Way.docx
Advancing Teacher Leadership Through Advocacy - July 2013
Advancing Teacher Leadership Through Advocacy - July 2013
More from ssuser2209e8
How to win friends and influence people Arabic.pdf
Six ways to Make People Like You
Become genuinely interested in other people.
Smile.
Remember that a person's name is to that person the sweetest and most important sound in any language.
Be a good listener. ...
Talk in terms of the other person's interests.
Make the other person feel important – and do it sincerely.
We’ve all heard it: leaders who just love to hear themselves talk…and talk and talk…never landing on a point or delivering a clear message. If you’ve ever been told you’re an “over talker” or that people don’t understand you, try a couple of these tips:
Think about the “headline” of what you want to say – and say that first.
Include a few specifics, but keep your points crisp – edit yourself.
Pay attention to your listeners – respond to their interests.
Target your message to your audience – it’s not about you.
Ditch the filler words – they keep your mouth moving but add no value.
1 minute communication.pdf
If you are an introvert, starting a conversation may be difficult, but it’s a skill that can and should be developed. Social conversations can be a great foundation to nurture and develop work relationships. And, through the simple art of conversation, you can begin building enough social capital to address tough issues when you have to.
Here are a few tips to think about:
Think ahead…have a story, a question or a news item to share for any occasion…a hallway conversation, meeting or event.
Listen more than you talk…ask interesting questions; be genuine; focus on others.
Tailor your conversation…a political topic with a like-minded politico is okay; but don’t say “how are those Vikings” if your listener doesn’t watch football.
Take your turn…a conversation is a group project with no room for monologues even if you think you are clever, funny and engaging.
Be authentic…don’t use a phony politeness; drop any affectations or phrases that you think are cool or trendy. Be you.
RH-ISAC_BuildingtheFoundation_WhitePaper.pdf
If you have problem of not knowing how to build a foundation for information security, if you are faced with questions such as where to start and how to start then this white paper may have the solutions and answers for you. In this paper you learn how to build the foundation step by step. It is written by the expert but in a simple language that is easy to understand. I have seen many papers that addressed this issue but none in the style of this paper.
Cybersecurity.pptx
This is a presentation of the fundamentals of cybersecurity. It is well planned and presented. It offers a great deal of information to both the novice and the professional.
I strongly advise those who want to learn about Cybersecurity to view this work. It is done with a professional accuracy and with a touch of good learning objectives.
DRAFT CYBER SECURITY PLAN Dec 5 2015.pdf
This is an example of Cybersecurity planning. It is a good exercise in designing a plan to secure your information.
info sys risk management.pdf
This white paper provides an introduction to information system risk management. It defines risk as a function of the likelihood and impact of threats exploiting vulnerabilities. The paper discusses why risk management is important, and describes common methods for assessing and managing risks, including qualitative analysis, quantitative scoring, and frameworks from NIST, OCTAVE, and others. The goal is to help organizations prioritize and address risks in a cost-effective manner to support their missions.
information-security-training.pdf
This 4-day Information Security Training course provides foundational knowledge and skills to analyze network risks and select appropriate countermeasures. Through hands-on exercises, students will learn to evaluate strong authentication methods, search for operating system vulnerabilities, and protect systems and data using firewalls and encryption. The training covers topics such as cryptography, user and host identity verification, system and network intrusion prevention, and ensuring network confidentiality. There are no prerequisites for the course.
Theories behind Gamification of Learning and Instruction.pptx
This document outlines several theories related to motivation and gamification of learning. It discusses intrinsic and external motivation, the ARCS model of motivation which focuses on attention, relevance, confidence and satisfaction. It also covers Malone's theory of intrinsically motivating instruction related to challenge, fantasy and curiosity. Additionally, it summarizes operant conditioning, cognitive apprenticeship, social learning theory, and the concept of flow as they relate to gamification and motivating learning.
slide 24.pdf
This document outlines a negotiation course that teaches a four-stage process: 1) prepare a strategy, 2) negotiate using key tactics like understanding power and psychological tools, 3) close with a contract, and 4) perform and evaluate. Stage 2 focuses on getting to know the other side, understanding your relative power by considering your Best Alternative To a Negotiated Agreement (BATNA), and using psychological tactics while avoiding traps.
slide 13.pdf
1) The document outlines a course on negotiation and alternative dispute resolution. It covers preparing for negotiation, negotiation tactics, creating agreements, and evaluating outcomes.
2) It also discusses how to prevent disputes, different ADR concepts and tools like arbitration and mediation, and examples of successful ADR programs that improved outcomes for clients.
3) Examples show how open communication, apologizing for mistakes, and focusing on reasonable resolutions can improve client satisfaction compared to traditional defensive legal responses.
slide 10.pdf
This document outlines the key elements needed to create a valid contract: an agreement between two parties, consideration (exchange of value), legality of the agreement, and whether the agreement must be in writing. It discusses consideration and legality as two important factors when creating contracts.
slide 5.pdf
The document outlines a 4-stage negotiation process: 1) prepare a strategy, 2) use key negotiation tactics like understanding the other side and your power, 3) create a contract to close the negotiation, and 4) perform and evaluate the results. It also provides tips for conversational intelligence, including asking questions, listening, and summarizing the other person's perspective.
How to design a leadership program.pdf
This document provides guidance on designing leadership development programs. It discusses why organizations should invest in leadership development to drive better business results, respond to change, and foster organizational agility. It also outlines several opportunities for leadership development programs, such as developing high-potential employees, supporting continuous learning, onboarding senior leaders, succession planning, innovation/change management, and strengthening organizational culture. Sample outlines are provided for how leadership development programs could support the specific needs of two example organizations.
Training Manual (1).docx
This document is a training manual for a workshop on assertiveness and self-confidence. The workshop consists of 12 modules that cover topics such as defining assertiveness and self-confidence, overcoming negative thinking, communication skills like listening and body language, goal setting, building self-worth, and dealing with difficult situations. The objectives of the workshop are to define key terms, understand obstacles to goals, improve communication abilities, learn the importance of goal setting, and develop coping techniques. Participants will engage in case studies and review questions to help apply the concepts.
More from ssuser2209e8 (17)
How to win friends and influence people Arabic.pdf
How to win friends and influence people Arabic.pdf
Theories behind Gamification of Learning and Instruction.pptx
Theories behind Gamification of Learning and Instruction.pptx
11869841.ppt
- 2. INTRODUCTIONS Introduce yourself – name, background, global interests, something interesting about you… Tell us something why someone would want to be on a team with you?
- 3. THE KEY TO SELF MANAGEMENT Portrait of a Self-Managed Person The Whole Person Self-Confidence Self-Awareness Drive Self-Respect/ Self-Esteem Emotional Intelligence
- 4. SELF-AWARENESS Who am I? How do I behave? How do I see myself? How do others see me?
- 5. IMPORTANCE OF SELF- AWARENESS Ability to understand and reflect on self and others without bias Ability to self-monitor Ability to manage impressions
- 6. SELF AWARENESS QUESTIONNAIRES Answer and Score My self estimation and my leadership style
- 7. SELF ESTEEM Value of oneself Derived from life experiences and internalized self-concept Self esteem impacts job performance, leadership and risk-taking
- 8. THE MANAGERIAL GRID Prentice Hall, 2002
- 9. WHAT IS THE JOHARI WINDOW? The Johari Window is a communication model that can be used to improve understanding between individuals. Developed by Joseph Luft and Harry Ingham (the word “Johari” comes from Joseph Luft and Harry Ingham).
- 10. TWO KEY IDEAS BEHIND THE TOOL: Individuals can build trust between themselves by disclosing information about themselves. They can learn about themselves and come to terms with personal issues with the help of feedback from others.
- 11. HOW DOES IT WORK? Using the Johari model, each person is represented by their own four-quadrant, or four-pane, window. Each of these contains and represents personal information - feelings, motivation - about the person, and shows whether the information is known or not known by themselves or other people.
- 13. THE FOUR QUADRANTS ARE: Quadrant 1: Open Area What is known by the person about him/herself and is also known by others.
- 14. Quadrant 2: Blind Area, or "Blind Spot" What is unknown by the person about him/herself but which others know. This can be simple information, or can involve deep issues (for example, feelings of inadequacy, incompetence, unworthiness, rejection) which are difficult for individuals to face directly, and yet can be seen by others.
- 15. Quadrant 3: Hidden or Avoided Area What the person knows about him/herself that others do not.
- 16. Quadrant 4: Unknown Area What is unknown by the person about him/herself and is also unknown by others.
- 19. EXERCISE: SELF-CONFIDENCE My Strengths Things I can’t change about me Challenges to my self-confidence Barriers to change Group discussion – discuss strengths and challenges Action Plan
- 20. SURVIVAL OF YOUR TEAM! You and your companions have just survived the crash of a small plane. Both the pilot and co-pilot were killed in the crash. It is mid-January , and you are in Northern Canada. The daily temperature is 25 below zero, and the night time temperature is 40 below zero. There is snow on the ground, and the countryside is wooded with several creeks criss-crossing the area. The nearest town is 20 miles away. You are all dressed in city clothes appropriate for a business meeting. Your group of survivors managed to salvage the following items: A ball of steel wool A small ax A loaded .45-caliber pistol Can of Crisco shortening Newspapers (one per person) Cigarette lighter (without fluid) Extra shirt and pants for each survivor 20 x 20 ft. piece of heavy-duty canvas A sectional air map made of plastic One quart of 100-proof whiskey A compass Family-size chocolate bars (one per person) Please discuss what you would need as a group and rank order your choices
- 22. GROUP PROCESSES: REFLECT ON THE GROUP Establishing the goals How to get the tasks done How to work with large amounts of data Consensus building Closure and Summary for group What roles did each of us play?
- 23. OUR INDIVIDUAL JOURNEY FROM HERE… What can we take from here… Awareness Changes we want to make in ourselves Goals and action plans Constant introspection, interpretation and strive for effectiveness