Keynote for young entrepreneurs on neurobiological and systemic aspects of collaboration.
Building strong professional relationships and partnerships has always been the focus of my work. During the last 30 years of my involvement as a manager and coach , the approach I am applying today to manage and train to initiate and sustain collaborations and partnerships has changed significantly. This means, I have come up with a person-centered way of dealing with innovation, entrepreneurship and management processes, leading teams and managing collaboration in organizational, regional and international environments. It includes dealing with resistance, anxieties and change. This is why this presentation will focus on a model of collaboration and innovation processes based on the concept of the human-centered approach by Carl R. Rogers, recent insights into neurobiological findings about the impact of emotions in decision-making processes and the hypnosystemic approach of Milton Erickson and Gunther Schmidt.
This presentation has been held in front of young entrepreneurs at the FAME Coaching Day of the Heidelberg Innovation Forum 21. March 2013.
En el marco del evento Emoción Desnuda, Marco Bevolo compartió su experiencia como directivo de Philips Design y su visión sobre cómo alcanzar una nueva aproximación al proceso creativo.
A key component of the learning organization is a widespread understanding of the concept of mental models and of how they affect our interpersonal communication and understanding. This brief presentation is intended to introduce mental models. It describes how they develop and what it means to LEARN at the level of our mental maps.
On Context: Methods and Mindsets for Situational AwarenessWilliam Evans
It could be argued that tribes, communities of practice, organizations, and societies accrete symbolic systems that forge a common language over time to accomplish tasks usually related to the preservation, extension of power, and access to resources needed to continue to flourish and allow these networks within boundaries to feel a sense of agency and empowerment. Indeed, when one group or tribe within a larger ecosystem feels threatened or produces radical new ideas, the heretical rebels leverage common metaphors, symbols, and tactics to achieve strategic goals – at first rebelling against the existing power structure (writing manifestos, throwing molotov cocktail), supplanting the existing “high priests”. Eventually, though, they develop the same rituals that previous power structure utilized to maintain and extend their power base – the heretics eventually become the high priests of a new caste system and then anoint their own saints.
We have seen this evolution in social systems and the accretion of ‘webs of signification’ in the context of IT in general and software design and development in particular. The anthropologist Clifford Geertz said that “man is an animal suspended in webs of significance he himself has spun, I take culture to be those webs,” which can inform our understanding of tribes in a software enterprise setting. With each new principled-based movement within IT, from RUP to Agile, to Lean Software, to Lean UX and more recently DevOps and Lean Startup, the new tribe has the need to extend it’s power base beyond the context for which it was originally intended. Even if each tribe armed with their own methods and practices makes sense at a given time and place, this does not necessarily mean it’s appropriate or strategic from a systems, wholistic, enterprise, or societal perspective.
This notion is important in making strategic decisions from an enterprise perspective in terms of which ideology to deploy, how to allocate resources, and how to ensure that across the portfolio of potential ‘bets’ the appropriate methods are deployed. This tension – between tribes that wish to enjoy greater agency by proselytizing their ideology and methods into other domains, and the needs of the organization, which seeks balance across multiple competing factions to actually achieve enterprise-wide goals, is the primary challenge faced by leaders.
We’ll explore these notions, and seek to understand the various roles, practices, and methods that are either local-optima or more global in perspective, to seek to provide a framework for decision-making in uncertain and turbulent times. We’ll unpack the relationship between different horizons from probable to possible, and provide some heuristics for when things like Design Thinking or LeanUX are most appropriate, and when Agile, PMBOK, or ITIL frameworks might be the most authentic satisficing lens through which to make decisions.
En el marco del evento Emoción Desnuda, Marco Bevolo compartió su experiencia como directivo de Philips Design y su visión sobre cómo alcanzar una nueva aproximación al proceso creativo.
A key component of the learning organization is a widespread understanding of the concept of mental models and of how they affect our interpersonal communication and understanding. This brief presentation is intended to introduce mental models. It describes how they develop and what it means to LEARN at the level of our mental maps.
On Context: Methods and Mindsets for Situational AwarenessWilliam Evans
It could be argued that tribes, communities of practice, organizations, and societies accrete symbolic systems that forge a common language over time to accomplish tasks usually related to the preservation, extension of power, and access to resources needed to continue to flourish and allow these networks within boundaries to feel a sense of agency and empowerment. Indeed, when one group or tribe within a larger ecosystem feels threatened or produces radical new ideas, the heretical rebels leverage common metaphors, symbols, and tactics to achieve strategic goals – at first rebelling against the existing power structure (writing manifestos, throwing molotov cocktail), supplanting the existing “high priests”. Eventually, though, they develop the same rituals that previous power structure utilized to maintain and extend their power base – the heretics eventually become the high priests of a new caste system and then anoint their own saints.
We have seen this evolution in social systems and the accretion of ‘webs of signification’ in the context of IT in general and software design and development in particular. The anthropologist Clifford Geertz said that “man is an animal suspended in webs of significance he himself has spun, I take culture to be those webs,” which can inform our understanding of tribes in a software enterprise setting. With each new principled-based movement within IT, from RUP to Agile, to Lean Software, to Lean UX and more recently DevOps and Lean Startup, the new tribe has the need to extend it’s power base beyond the context for which it was originally intended. Even if each tribe armed with their own methods and practices makes sense at a given time and place, this does not necessarily mean it’s appropriate or strategic from a systems, wholistic, enterprise, or societal perspective.
This notion is important in making strategic decisions from an enterprise perspective in terms of which ideology to deploy, how to allocate resources, and how to ensure that across the portfolio of potential ‘bets’ the appropriate methods are deployed. This tension – between tribes that wish to enjoy greater agency by proselytizing their ideology and methods into other domains, and the needs of the organization, which seeks balance across multiple competing factions to actually achieve enterprise-wide goals, is the primary challenge faced by leaders.
We’ll explore these notions, and seek to understand the various roles, practices, and methods that are either local-optima or more global in perspective, to seek to provide a framework for decision-making in uncertain and turbulent times. We’ll unpack the relationship between different horizons from probable to possible, and provide some heuristics for when things like Design Thinking or LeanUX are most appropriate, and when Agile, PMBOK, or ITIL frameworks might be the most authentic satisficing lens through which to make decisions.
This presentation is Marina Noordegraaf’s visual adaptation of the message and content of the book “The starfish and the spider” by Ori Brafman en Rod A. Beckstrom
(www.starfishandspider.com)
LEGO SERIOUS PLAY: Imagination & Creativity for the BusinessPatrizia Bertini
Lego Serious Play is a creative, imaginative and story-telling based approach that since 2002 has been successfully adopted by businesses ad organisations all around the world.
LSP has proved to be an effective solution for team building, strategy, co-creation, concept, conflict resolution…
And its efficacy can be tracked back to the key theories that have been included in the development and formalisation of LSP: from management, Psychology of play, Imagination, Embodied cognition, Metaphors, constructionism… They are all perfectly integrated in the Lego Serious Play experience and deliver unexpected results efficiently. This presentation tells who adopted this approach and the whys.
Science for Change Agents, Innovators & Entrepreneurs. Day 3
Complex systems in nature
Self-organisation & entropy
Chaos Theory & Modelling Chaos
Scale-free Networks & Power Laws
Designing resilient and self-organising human systems
The Cynefin Codel: Change Making in Simple, Complicated, Complex and Chaotic real-world contexts
MASTERCLASS FOR KAOS PILOTS, DENMARK
“Alice: Would you tell me, please, which way I ought to go from here?
The Cheshire Cat: That depends a good deal on where you want to get to.
Alice: I don't much care where.
The Cheshire Cat: Then it doesn't much matter which way you go.
Alice: ...So long as I get somewhere.
The Cheshire Cat: Oh, you're sure to do that, if only you walk long enough.”
Sociala medier och juridik med Anne-Lie Lokko, Håkan Unbeck och Cecilia Ödman. Lunchföreläsning med AddFriends AB och Advokatfirman Glimstedt i Jönköping 20120531
This presentation is Marina Noordegraaf’s visual adaptation of the message and content of the book “The starfish and the spider” by Ori Brafman en Rod A. Beckstrom
(www.starfishandspider.com)
LEGO SERIOUS PLAY: Imagination & Creativity for the BusinessPatrizia Bertini
Lego Serious Play is a creative, imaginative and story-telling based approach that since 2002 has been successfully adopted by businesses ad organisations all around the world.
LSP has proved to be an effective solution for team building, strategy, co-creation, concept, conflict resolution…
And its efficacy can be tracked back to the key theories that have been included in the development and formalisation of LSP: from management, Psychology of play, Imagination, Embodied cognition, Metaphors, constructionism… They are all perfectly integrated in the Lego Serious Play experience and deliver unexpected results efficiently. This presentation tells who adopted this approach and the whys.
Science for Change Agents, Innovators & Entrepreneurs. Day 3
Complex systems in nature
Self-organisation & entropy
Chaos Theory & Modelling Chaos
Scale-free Networks & Power Laws
Designing resilient and self-organising human systems
The Cynefin Codel: Change Making in Simple, Complicated, Complex and Chaotic real-world contexts
MASTERCLASS FOR KAOS PILOTS, DENMARK
“Alice: Would you tell me, please, which way I ought to go from here?
The Cheshire Cat: That depends a good deal on where you want to get to.
Alice: I don't much care where.
The Cheshire Cat: Then it doesn't much matter which way you go.
Alice: ...So long as I get somewhere.
The Cheshire Cat: Oh, you're sure to do that, if only you walk long enough.”
Sociala medier och juridik med Anne-Lie Lokko, Håkan Unbeck och Cecilia Ödman. Lunchföreläsning med AddFriends AB och Advokatfirman Glimstedt i Jönköping 20120531
“Preparar a Liderança do Futuro” é o título da Conferência Human Habitat que terá lugar no dia 5 de Novembro no Auditório Mar da Palha do Oceanário de Lisboa e terá como orador convidado Menno Van Dijk, cofundador e diretor geral da THNK, Escola de Liderança Criativa de Amesterdão, centrou a sua carreira profissional no desenvolvimento de estratégias empresariais, na inovação e no crescimento e, no âmbito da THNK, apoia o desenvolvimento dos líderes criativos do futuro, para que tenham um impacte social significativo no planeta.
O que é a THNK?
THNK, Escola de Liderança Criativa de Amesterdão, apoia o desenvolvimento dos líderes criativos do futuro, para que tenham um impacte social significativo no planeta. A THNK oferece um programa para liderança criativa, a um grupo de participantes internacional, criteriosamente selecionados e com elevado talento e criatividade nas áreas do empreendedorismo social e económico como na inovação empresarial.
O programa tem como enfoque a identificação dos problemas da atualidade e os novos modelos para abordar a respetiva solução, estando ao abrigo do mesmo integrado projetos reais.
Facilitating Complexity: A Pervert's Guide to ExplorationWilliam Evans
A talk given at the Melbourne Cynefin meetup. A set of riffs on how to facilitate teams exploring the Complex Domain.
Will Evans explores the convergence of practice and theory using Lean Systems, Design Thinking, DevOps, and LeanUX with global corporations from NYC to Berlin to Singapore. As Chief Design Officer at PraxisFlow, he works with a select group of corporate clients undergoing Lean and Agile transformations across the entire organization. Will is also the Design Thinker-in-Residence at New York University's Stern Graduate School of Management.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he brought LeanUX and Design Thinking to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in service design innovation, user experience strategy and research. His roles include directing UX for social network alanysis & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect working in Knowledge Management, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
He lives in New York, NY, and drinks far too much coffee. He Co-Founded and Co-Chaired the LeanUX NYC conference now in it’s 6th year, founded the LEAD SUMMIT NYC, and was also the User Experience track chair for the Agile 2013 and Agile 2014 conferences.
Enthusiasm is what a good idea deserves in the first place – and not the question “What do you mean by that?”
Behind every idea, success is waiting. Therefore, the scientific and economic discussion about ideas, their efficient generation and exploitation remains highly important. But: initially, the quality of an idea is not measured in terms of its content – rather, the point is for it to be appreciated as such in the first place. Before the evaluation of an idea comes the idea’s identification as an idea!
Understanding the idea develops the ability to evaluate it or modify it into a still better idea. Misunderstood ideas, however, are always lost potential – sad for the persons having them and hopeless for those needing them. For businesses, both cases can be economically disastrous.
What is surprising is the fact that neither scientific nor practically oriented research offer any relevant statements, research work or methods for semantically optimizing
ideas. With the development of the “d’Artagnan Principle”, this significant gap is now filled and methodically closed.
Work on semantic optimization of ideas
After many years of asking respected creative professionals from diverse fields this question: "What is an idea?" I could never get a clear answer; so I decided to look into it. The enclosed is a preview of a larger presentation, and answer.
freshly blended for different learning:
we need new formats for groups, companies and the society to break up current myths in the learning environment - that's the mission of kay steglich and thomas staehelin from curious minds
The raising amount data exhaust of the past years has created the need for more and better tools to analyze what lies within this massive amount of raw material. Visualization leveraging the human cognition proves to be an invaluable tool to explore, digest, analyze and communicate the information. We reveal patterns, trends, relations or dependencies that were buried before.
But, what happens after we have created such an elaborate and powerful visualization and released it to the world? How does the it affect the beholder? How does it help shaping his opinions or even changing his behavior? Because, at the end of the day, visualization is simply a means to an end — a tool to achieve a bigger goal.
Open University Business School Frankfurt Alumni Innovation Workshop Elvin Box MBA (Open)
PowerPoint that was presented at the Innovation Workshop during September, 20012, held at Deutsche Bank,Theodor-Heuss-Allee, Frankfurt am Main, Germany
.
"How to learn, develop and decide under uncertainty in the public sector?"Klaus Haasis
"How to learn, develop and decide under uncertainty in the public sector?"
Policy makers, civil servants, public authorities and institutions have to make more and more decisions under uncertainty. They strive in finding the right policies and activities and struggle how to mobilize and include partners from business, finance and technology in processes to learn, explore and co-create ideas and solutions.
The issue how good policies are defined and whether they are effectively implemented is therefore related to people involved and the way they collaborate within the organizations itself. A systemic approach is needed. The target groups in business, culture and research start more and more to be aware of the need to adopt new concepts for transformational mindsets like "agile", "lean", "teal", "integral", "effectual", "self-organized".
How are the authorities and administrations prepared for this? Do they apply this concepts in their day-to-day operations, in their organizations and in their decision processes? Which small steps can be done? What is easy to learn? Where are low hanging fruits easily to pick in public administration?
Innovation Coach Klaus Haasis wants to share some concrete ideas for daily practice with the participants. He has served more than 18 years as CEO in a public innovation agency owned by the federal state of Baden-Wuerttemberg, Germany. Now he supports organisations and teams as a Coach, Mentor and Trainer.
Topics offered which can be chosen by the participants:
• Agility in the public sector?
• Understanding the elephant
• Few Ground Rules for Processes
• Execution or Discovery Mindset?
• Risk vs. Uncertainty
• Innovators Dilemma in Public Funding
• Funding Creativity needs Creative Administration
• Personcentered Rule Breaking
• Effectual Logic vs. Linear Planning
• Positive Speculation and Constructive Guesswork
• Dialog as a Planning Tool
• open ask: how to ask better questions
• Yes anding exercise
• Presencing - Learning from the future as it emerges
Social capital in int.clusters+collaborationKlaus Haasis
Cluster internationalization – value chains and social capital. The impact of social capital on the development of clusters.Competitiveness, clusters and innovation in global perspective.
Panle in the Cluster World Congress, Dabrowa Gornicza, Silesia, Poland 24 - 26 March 2015.
Klaus Haasis
TCI Director
Coach DBVC
Counsellor GWG
www.klaushaasis.de
Cluster Lab @ TCI Conference in Monterey | Mexico
10 November 2014
management 3.0 for cluster management –
how to be a creative networker under uncertainty.
new approaches for cluster management
from effectuation, scrum, lean startup and more
Klaus Haasis,
Systemic Coach DBVC, Personcentered Counsellor GWG,
ask klaus! coaching - creativity - innovation
Cluster management is an art which is based on facts and figures, statistics, research, financial calculations, expert knowledge etc. Klaus Haasis invites to have a broader perspective on how to develop a human framework for creativity, innovation and collaboration - based on his long experience in cluster management. He presents some now findings from neurobiology and new methods for collaboration coming from entrepreneurship research (effectuation) and software development (scrum) bundled in the agile management 3.0 concept for cluster managers.
Management 3.0 for cluster management will cover the topics
+ the turkey illusion - can I rely on the experiences of the past?
+ uncertainty profiling - how to become risk savvy?
+ commitments - an underestimated factor in cluster management
+ Kudo Box and Kudo Cards - the personcentered approach
+ organisational dilemmas and double binds - how to stay happy and productive
+ the effectuation grid - a systemic tool box for dealing with uncertainty.
Inner Team Constellation, Portrait, Klaus Haasis, Turku 140613Klaus Haasis
This slides were part of a workshop. The goal of the wirkshop: Participants of the workshop put together their “own inner team“. It is a dynamic procedure to visualize relational processes and to observe and experience both personal and interpersonal constellations, conflicts and potentials. Participants are enabled to gain new perspectives and prospects of persons, groups and organizations and to test alternative structures of relationships. At the end it leads to new forms of extended self-portraits of one and helps to be more congruent and consistent in life.
The big five for founding - dealing with uncertaintyKlaus Haasis
When you are on safari, you quickly learn about the African Big Five. They are rhinoceros, elephant, buffalo, leopard, and lion. You learn about them because everyone is always talking about them. People are constantly asking each other, “Have you seen the Big Five? How many of the Big Five did you see? Where were the Big Five? Which ones did you see?”
The Big Five becomes a mantra of sorts by which people gauge the success of their safari experience. If they see all five of the Big Five, they consider their safari experience to be incredible. If they see four of the Big Five they are pretty happy, and if they only see one of the Big Five, they start planning how if they ever actually do see a lion, they are going to feed the ranger to it.
As you can imagine, that type of experience is something that stays with you. And it was from that experience that I came up with “The Big Five for Founding”. The Big Five for Founding are the five things that you absolutely have to do for a sucessful start of your project.
In this presentation I suggested 5 important elements of founding coming from the concept of effectuation: MEANS - GOALS - LOSSES - INTERACTION - COMMITMENTS
140509 haasis effectuation in networksKlaus Haasis
Speech for the Kickoff Meeting of the Allmuni Network of one the most innovative German law firms Menold Bezler in Stuttgart. The speech is about the importance of being congruent, serene and aware of the inner team ot be a good networker. It refers also on effectuation and the importance of stakeholder commitments during networking.
Onine Coaching has a huge potential to let people, entrepreneurs, creators, innovators and ”beyonders” grow. Many organizations have recognized the value of one-on-one coaching and extensive development has been done in this area, so why not just continue to develop capacity with this type of coaching in a digital arena?
If common interactions between people are seen as coaching opportunities then the logistical challenge of online-coaching is minimal and the coaching meets a present and practical need. The benefits of developing one-on-one coaching capacity in organizations are significant and should be continued.
In my presentation I show some approaches of combining different coaching approaches like personcentered counselling, hypno-systemic coaching and effectual cycles of acting.
Coaching for innovation, networks and clustersKlaus Haasis
Bei einem Treffen der DBVC Regionalgruppe in Karlsruhe habe ich einige Ansätze präsentiert, wie Coaching im Innovationationsmanagement und in Netzwerken und Custerinitiativen eingesetzt werden kann.
"Würdest Du mir bitte sagen, welchen Weg ich einschlagen muß?"
"Das hängt in beträchtlichem Maße davon ab, wohin du gehen willst",
antwortete die Katze.
"Oh, das ist mir ziemlich gleichgültig", sagte Alice.
"Dann ist es auch einerlei, welchen Weg du einschlägst", meinte die Katze.
"Hauptsache, ich komme irgendwohin", ergänzte sich Alice.
"Das wirst du sicher, wenn du lange genug gehst", sagte die Katze. ...
Free Webinar hosted by Creative Coach Klaus Haasis:
"Creative Collaboration in Teams and Networks"
“What can we learn from Kindergarten?”-
“How to deal with elephants in the room?”
Creative Collaboration in and between
Teams, Organisations, Networks, Clusters.
1. October 2013, 6:00 p.m. CET
This webinar is a follow-up of the “Lab on Creative
Collaboration” at the TCI Global Conference in Kolding in
September 2013. “Lab Director” Klaus Haasis gives some
further insights in his collaboration and leadership approach,
being an innovation manager for more than 18 years and as a
certified person-centered counselor and systemic coach.
Presentation at the Gobal Conference of TCI www.tci2013.com
TCI is the Global Practitioners Network for Innovation, Clusters and Competitiveness with the office in Barcelona www.tci-network.org
Join the free webinar on October 1, http://issuu.com/klaushaasis/docs/creative_collaboration_webinar_2013
Content:
How to create a flourishing collaboration culture?
How to built up trust in collaborative environments? What are the needs to develop a climate of innovation and creativity in groups, teams, networks, ventures?
“Lab Director” Klaus Haasis gives some insights in his collaboration and leadership approach, being a cluster manager for more than 18 years and as a certified person-centered counselor and systemic coach.
This Lab gives a flavor of person-centred and hypno-systemic coaching combined with new findings of neurobiology.
A playful and creative practical training through experience based and interactive learning, presented by the European Creative Cluster Lab (ECCL)
A presentation for open minded cluster managers/practitioners to elaborate and experience playful new ways of collaboration support in groups, to develop and improve the collaboration culture, creativity and innovation climate.
A playful and creative practical training through experience based and interactive learning, presented by the European Creative Cluster Lab (ECCL)
We invite open minded cluster managers/practitioners to elaborate and experience playful new ways of collaboration support in groups. The session will help you to develop and improve the collaboration culture, creativity and innovation climate in your initiative.
How can cluster initiatives support the change process?Klaus Haasis
Given that emerging industries mean radical reconfiguration, cluster initiatives for emerging industries need to be ‘radically reorganized’, too, as to be able to provide the right support. This would not be possible if a cluster initiative tries to deal with a radically reconfigured industry only with traditional cluster management tools used for any other industry as demands of an emerging industry may differ substantially from the demands and characteristics of traditional industries. Not only need cluster initiatives be adapted to the specifics of emerging industries, but also new types of financing tools and approaches need to be established or existing ones radically changed. Lastly, new / emerging industries, new cluster initiatives for emerging industries and new financing tools can hardly be realized without also adjusting policy approaches accordingly. New policy approaches should take into account the fact that emerging industries are not organised according to the structure of public institutions or ministries in charge and also take heed of the dilemma between being radically innovative while following policymakers’ and administrations’ rules. In this sense, it is almost impossible for emerging industries to take advantage of policy support tools that require high administrative burdens or providing (financial) guarantees in order to receive for instance funds given that they have not generated much equity finance in early project-phases.
7 Things I Wish I‘d Known Before Starting In Cluster- and Innovation Manageme...Klaus Haasis
In this keynote speech I would like to share my experiences of 16 years in innovation and cluster management in a public innovation agency. Based on an education in person-centered counseling I have completely changed my perspective on innovation, collaboration, change, and resistance. I have developed a person-centered way of dealing with process challenges, leading creative teams and managing collaboration in organizational and regional innovation systems and clusters.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Thesis Statement for students diagnonsed withADHD.ppt
keynote collaboration fame 21032013
1. INSPIRATION ISLAND
Keynote 21.3.2013 Heidelberg
„THE POWER OF
COLLABORATION“
Systemic and Psychological Aspects
of Creativity and Innovation
Klaus Haasis
Systemic Coach DBVC |
Person-Centered Counsellor GwG
Dipl.-Ing.| Dipl.-Journalist |
10. Transfer-
Growth
Value
Idea
Research /
Dialog
Commer-
Talent
Development cialization
11. INNOVATION AND RESISTANCE
Newness Complexity
Uncertainty
Risk
Amount of Conflict
Thom, Norbert & Etienne, Michéle: Organisatorische und personelle Ansatzpunkte zur
Förderung eines Innovationsklimas im Unternehmen. 2000.
!11
15. I am the left brain.
I love the familiar.
I am the right brain.
Always in control.
I am creativity. A free spirit.
A master of words I am boundless imagination.
and language.
I sense. I feel.
I am order. I am logic.
I am everything I want to be.
I know exactly who I am.
16. LEFT HEMISPHERE right hemisphere
Intention memory
Extension memory
Intuitive
Object recognition behavioral control
!16
PSI Personality Systems Interaction Theory (Kuhl 2002)
17. BLOCKAGE OF ACCESS TO FEELINGS
FEELINGS
UNDER STRESS
UNDER STRESS
19. STRESS AND PRESSURE
LEADS TO AROUSEL OF THE
PREFRONTAL CORTEX
ARCHAIC EMERGENCY PROGRAMS
• FIGHT
• FLIGHT
• FREEZE
• FAINT
!19
20. LEFT HEMISPHERE right hemisphere
Intention memory
Extension memory
Intuitive
Object recognition behavioral control
!20
PSI Personality Systems Interaction Theory (Kuhl 2002)
21. Wilma Bucci 2009:
Words The multiple code theory
Images,
? Metaphors
Metaphors
Body
Cooperation
between right and
left hemisphere of
the brain
a
!21
30. FROM IDEA TO VALUE INNOVATION MODEL
Innovation Climate
Creativity Diffusion
Transfer
Growth
-Dialog
Talent
Research / Commer-
Value
Idea
Development cialization
Collaboration Culture
Haasis, Klaus. Stuttgart 2012
!30