Report
Share
Recommended
Lead Us: How to build trust, empower others, and be a more dynamic leader.
Presented at New Jersey Library Leadership Academy on May 9, 2019.
Building high performance teams do you have imposters
The presentation covers definition of High Performance Teams, characteristics, what role leadership can play? definition of imposter syndrome, mindset of imposters and how coaches / scrum masters can help them overcome this syndrome?
Recommended
Lead Us: How to build trust, empower others, and be a more dynamic leader.
Presented at New Jersey Library Leadership Academy on May 9, 2019.
Building high performance teams do you have imposters
The presentation covers definition of High Performance Teams, characteristics, what role leadership can play? definition of imposter syndrome, mindset of imposters and how coaches / scrum masters can help them overcome this syndrome?
HOW TO CREATE AN AWARD WINNING ENVIRONMENT
Doesn't every business want to succeed?
This SlideShare gives you some quick tips and pointers that will help you achieve your goals!
Unlocking the Personal Power of Influence in Today’s Leaders
Creating Sustainable Businesses for Tomorrow
Wild for Innovation: Developing an Effective and Innovative Team
On March 5th, 2010 the UNH Wildcats, Whittemore School of Business, New Hampshire Division of Economic Development and Public Service of New Hampshire hosted a unique afternoon workshop at UNH aimed at building teams, developing effective leaders and stimulating innovation.
The "Wild for Innovation" workshop was developed specifically for New Hampshire business leaders and their teams, and included presentations like this one, on developing effective and innovative teams, by Vanessa Druskat.
Earning Best Places to Work With Your Company Culture
Earning Best Places to Work With Your Company Culture
Pursuing the Elusive High Performance Team
We all remember being on "that team." The team that banded together through tight deadlines to deliver great products. The team that was a safe place for professional conflict. The team that went to lunch and happy hour together. The team that felt more like a family. Now, 20 years after Scrum was first introduced, why are these teams still so scarce? Can we intentionally reproduce those outcomes? This presentation will fill some of the (intentional) gaps left in Scrum by its creators by exploring the leading research on high performance teams.
Re-engaging Employees: Getting Your Team Back on Track
Learning Objective: Discuss methods for increasing team productivity
Research has shown that there are a lot of reasons why employees leave a company, including burnout, boredom, less recognition, conflicts in the workplace, etc. Employee retention can save a company thousands of dollars and improve company morale. Working with your team on tasks such as brainstorming can show creativity, ranking their attributes can help you complement their strengths, and discussing employee career goals can add a lot of value to the project as it allows the team to flourish and meet company goals. This leads to employee satisfaction and feeling rewarded in their work and, most of all, appreciated. Making work fun and identifying accomplishments cures disengagement in the workplace.
At the end of this seminar, participants will be able to:
a. Identify factors that lead to employee disengagement.
b. Devise methods to engage employees and increase creativity and productivity.
c. Classify employee strengths to complement task assignments and discuss career goals.
d. Share methods for keeping employees engaged and feeling appreciated.
Working Effectively As A Team The Compass Program
This is a presentation discussing th key factors in how to make better group decisions as a team and how to arrive at a consensus. This is from a workshop of ours.
To learn more about our programs, visit http://www.compass-cd.com
Leader vs Boss: 12 Delineating Characteristics of a Leader
After working with thousands of leaders, these are the 12 greatest defining characteristics of a leader in the boss vs leader debate. It all comes down to mindset.
Enabling High performance teams through Agile and Lean Practice
Easy Goals, Hard stretchable Goals, Impossible goals . From a Motivation perspective set hard goals
Listen, Listen, Listen
It requires a new set of glasses for serving your team
Organizations have problem seekers and Problem Solvers. Empower your team to be problem solvers
More Related Content
What's hot
HOW TO CREATE AN AWARD WINNING ENVIRONMENT
Doesn't every business want to succeed?
This SlideShare gives you some quick tips and pointers that will help you achieve your goals!
Unlocking the Personal Power of Influence in Today’s Leaders
Creating Sustainable Businesses for Tomorrow
Wild for Innovation: Developing an Effective and Innovative Team
On March 5th, 2010 the UNH Wildcats, Whittemore School of Business, New Hampshire Division of Economic Development and Public Service of New Hampshire hosted a unique afternoon workshop at UNH aimed at building teams, developing effective leaders and stimulating innovation.
The "Wild for Innovation" workshop was developed specifically for New Hampshire business leaders and their teams, and included presentations like this one, on developing effective and innovative teams, by Vanessa Druskat.
Earning Best Places to Work With Your Company Culture
Earning Best Places to Work With Your Company Culture
Pursuing the Elusive High Performance Team
We all remember being on "that team." The team that banded together through tight deadlines to deliver great products. The team that was a safe place for professional conflict. The team that went to lunch and happy hour together. The team that felt more like a family. Now, 20 years after Scrum was first introduced, why are these teams still so scarce? Can we intentionally reproduce those outcomes? This presentation will fill some of the (intentional) gaps left in Scrum by its creators by exploring the leading research on high performance teams.
Re-engaging Employees: Getting Your Team Back on Track
Learning Objective: Discuss methods for increasing team productivity
Research has shown that there are a lot of reasons why employees leave a company, including burnout, boredom, less recognition, conflicts in the workplace, etc. Employee retention can save a company thousands of dollars and improve company morale. Working with your team on tasks such as brainstorming can show creativity, ranking their attributes can help you complement their strengths, and discussing employee career goals can add a lot of value to the project as it allows the team to flourish and meet company goals. This leads to employee satisfaction and feeling rewarded in their work and, most of all, appreciated. Making work fun and identifying accomplishments cures disengagement in the workplace.
At the end of this seminar, participants will be able to:
a. Identify factors that lead to employee disengagement.
b. Devise methods to engage employees and increase creativity and productivity.
c. Classify employee strengths to complement task assignments and discuss career goals.
d. Share methods for keeping employees engaged and feeling appreciated.
Working Effectively As A Team The Compass Program
This is a presentation discussing th key factors in how to make better group decisions as a team and how to arrive at a consensus. This is from a workshop of ours.
To learn more about our programs, visit http://www.compass-cd.com
Leader vs Boss: 12 Delineating Characteristics of a Leader
After working with thousands of leaders, these are the 12 greatest defining characteristics of a leader in the boss vs leader debate. It all comes down to mindset.
Enabling High performance teams through Agile and Lean Practice
Easy Goals, Hard stretchable Goals, Impossible goals . From a Motivation perspective set hard goals
Listen, Listen, Listen
It requires a new set of glasses for serving your team
Organizations have problem seekers and Problem Solvers. Empower your team to be problem solvers
What's hot (18)
Unlocking the Personal Power of Influence in Today’s Leaders
Unlocking the Personal Power of Influence in Today’s Leaders
Wild for Innovation: Developing an Effective and Innovative Team
Wild for Innovation: Developing an Effective and Innovative Team
Earning Best Places to Work With Your Company Culture
Earning Best Places to Work With Your Company Culture
Re-engaging Employees: Getting Your Team Back on Track
Re-engaging Employees: Getting Your Team Back on Track
Leader vs Boss: 12 Delineating Characteristics of a Leader
Leader vs Boss: 12 Delineating Characteristics of a Leader
Enabling High performance teams through Agile and Lean Practice
Enabling High performance teams through Agile and Lean Practice
Viewers also liked
Lo Grupal. 50 aniversario de la Fac. de Psicología de la UANL.
Lo grupal, espacio de confluencia entre la psicología clínica y la psicología social.
Super Bowl XLVII Ad Hashtag / Brand Quiz
You watched the big game, Super Bowl XLVII, and all the commercials. Now test your memory with this quiz to see which social media hashtags you remember and which brand, product, or company left an impression with you.
Vivado hls勉強会4（axi4 master）
Vivado HLS勉強会4（AXI4 Master）を公開します。
AXI4 Master インターフェースを使用した3つのCソースコードの実装のラプラシアンフィルタを高位合成し、C/RTLコシミュレーションで性能を比較します。
残念ながら、実機確認はありません。ご自分でFPGAの部屋のブログ記事を見ながら実装してみてください。
AXI4バスの知識が必須です。
戦略思考・フレームワークを現場で活用するポイント 先生：荒木 博行
ーーーーーーーーーーーーーーーーーーーーーーー
schoo WEB-campusは「WEBに誕生した、学校の新しいカタチ」。
ＷＥＢ生放送の授業を無料で配信しています。
▼こちらから授業に参加すると、先生への質問や、ユーザーとのチャット、資料の拡大表示等が可能です。
https://schoo.jp/class/282/room
ーーーーーーーーーーーーーーーーーーーーーーー
Au-delà de la vérification : mesurer les précédures de BCM pour améliorer
Au-delà de la vérification : mesurer les précédures de BCM pour améliorerCanadian Patient Safety Institute
Objectif de l’appel :
•Retour sur les données agrégées du mois de vérification du BCM, qui permettent d’identifier certaines améliorations possibles
•Examiner la pertinence de certains concepts pour mesure l’amélioration de la qualité
•Voir comment Horizon utilise ses données pour améliorer le processus de BCM
•Recevoir une formation sur la manière de récupérer son tableau de qualité du BCM dans le système d’indicateurs de la sécurité des patients.
REGARDEZ: http://bit.ly/1Fm6MUZBeyond the Audit: Measuring MedRec Processes for Quality Improvement
Beyond the Audit: Measuring MedRec Processes for Quality ImprovementCanadian Patient Safety Institute
Purpose of the Call:
•Recap of aggregated MedRec audit month data that identifies potential opportunities for improvement
•Review quality improvement concepts as it relates to measuring for quality improvement
•Hear how Horizon Health team (NB) is using their data to improve MedRec processes
•Receive a tutorial on how to access your MedRec Quality Score run charts in Patient Safety Metrics.
WATCH: http://bit.ly/1EVcRELViewers also liked (19)
Escrito para solicitar permiso para realizar un evento en mexico
Escrito para solicitar permiso para realizar un evento en mexico
Lo Grupal. 50 aniversario de la Fac. de Psicología de la UANL.
Lo Grupal. 50 aniversario de la Fac. de Psicología de la UANL.
Au-delà de la vérification : mesurer les précédures de BCM pour améliorer
Au-delà de la vérification : mesurer les précédures de BCM pour améliorer
Beyond the Audit: Measuring MedRec Processes for Quality Improvement
Beyond the Audit: Measuring MedRec Processes for Quality Improvement
Similar to Aar 3 lessons learned
by Noria RaiFor every project, there will be different team me
by Noria Rai
For every project, there will be different team members and they will be from different backgrounds and areas. Some teams will have some people from longer durations as they work on multiple projects (Greer, 2018). But when the team is forming for the first time, then the manager will have lots of challenges while selecting or choosing the team members. For any team, it all depends on what type of people are needed, as for example if we consider an IT project, definitely, it needs the team with a list of different types of people like developer, tester, Architect, End-user, etc. So the manager should have good knowledge on whom to select and what type of technical knowledge each and every person has. Once the team is formed, then the quality of work is mainly depending on team coordination.
First if we look at challenges, based on my research the major challenge is lack of coordination. And also it will be very difficult for the managers to assess the team member’s knowledge so it will take a lot of time for them to form a team. The managers will not consider what experiences the people will have and they will fail to choose the right people (Teixeira, 2009). Once the teams are formed, if the people are not sharing the information or if only a particular type of people is working together then it will impact the business. Coming to the opportunities, there will be many different opportunities where the team members can learn new things from these new projects. And also they can understand better how the applications are working, other people's strategies so that they can apply them in future projects. The forming stage is very crucial for team development where everyone should have knowledge of what is the team about and what are its goals.
References
Greer, L, et al (May 2018). Different types of challenges for a new team: A Meta-Analytic Integration. Journal of Applied Psychology. Vol 103.
Teixeira, F. (2009). Individual contributor and manager are not mutually exclusive. OSR Journal of Business and Management (IOSR-JBM), Volume 20, Issue 3. Ver. I, PP 15-22
by Manish Dande
The "forming" stage occurs when the team first gathers. The team members are presented to one another at this initial meeting. They talk to one another about what they want, what they want, and are getting They understand the project they will be working on, establish some relationships and identify their roles on the team. They're not doing the project. Essentially, they are "testing the waters." Until this point in development, the team must remain open and clear about the team's goals. It ensures that all team members work together to organize themselves as well as possible and encourage participation in duties ("team norms"). The team relies on the leader completely (Ryan, 2017).
Personal relationships are marked by dependency during the development period. Group participants focus on pred ...
15West Coast Case StudyStudent’s NameUniversity.docx
1
5
West Coast Case Study
Student’s Name
University
Course
Professor
Date
There are three measures of group performance that can be used to assess its success. According to the textbook, task performance, member happiness, and team viability are the three most important indicators of a successful team. Teams are formed for a wide variety of reasons and can be either formally or informally organized, and their members can have a wide range of skills and backgrounds. Therefore, there are conditions that a group must meet in order to be productive. Task success is one of the standards to be met. Task performance can be thought of as the efficiency with which employees carry out the duties of their jobs, which in turn contribute to the "technical core" of the company by either directly executing a portion of the company's technical process or indirectly supplying the company with materials or services it requires (Paolucci, 2018).
Task performance can also be defined as an agent's demonstration of skill and competence in doing a certain task. These goals are tied inextricably to the execution, service, and maintenance of the organization's technological requirements (Harrison, Newman, & Roth, 2006). A team's performance is judged by its ability to complete tasks on time and to produce high-quality results. The West Coast group should be able to come up with a bulletproof marketing strategy in the time allotted to them (6 weeks).
The happiness of the membership would be the second criterion. There is more than one good reason to conduct member satisfaction surveys. They help you gauge the satisfaction of your members, learn what they like and don't like about the association, and make changes based on that data to increase engagement and retention. The level of motivation, dedication, trust, collaboration, and synergy within a team is greatly impacted by the level of happiness its members report.
Thinking about the West Coast instance specifically, it's clear that the lack of overtime money and quick turnaround time did not go down well with the crew. Even more so, Jon Mahoney and Katarina Tanney were unhappy to work under such conditions. In the end, what matters is If everyone in the team is happy, it's a sign that everyone is contributing to the team's goals and that everyone gets along well. If we look at the West Coast scenario, it's easy to see that the lack of extra pay and quick turnaround time led to dissatisfaction within the crew. In particular, Jon Mahoney and Katarina Tanney were unhappy serving under such a boss.
Tuckman's concept describes the progression of groups through five stages—the forming, storming, norming, performing, and adjourning phases. There are five distinct stages of team growth, each of which can be thought of as a rung on the ladder to greater team effectiveness. Storming seems to be the most common outcome based on the other two ends of the case study. Schein's three behavioral profile jo.
Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and Respond
Introduction
Nonprofit launch initiatives directed at changes for an organization of this magnitude should begin with an adaptable plan. Here important objectives are identified with the basic concept of how and when the organization can facilitate action. Comprehending the dynamics of challenges being addressed and the resources required is essential for a realistic assessment on a myriad of levels. Allison and Kaye (2005) believe organizers “must recognize that the mission’s success lies in getting involvement from all parts of the organization” (p. 32). That being stated, further illustrates the importance of strategic processing as it relates to communication, evaluation, and prioritization.
Communication
Establishing effective, viable channels of communication provide a means to introduce concerns and begin dialogs. Broadening the scope of the assessment to include feedback from all chapters elicits engagement and improves clarity. Creating forums that openly invites two-way dialog as a means to shore up the effectiveness of communication often mitigate risk associated with subjective perspectives and assumptions. The nonprofit sector encompasses perspectives from volunteers, staff, and board members that are all challenged with meeting diverse mission goals. Murphy (2013) stresses the importance of creating a work environment conducive to working “productively with team members who have different objectives” (p.68).
Evaluation
Decentralized modes of operation within the 100 chapters have presented a challenge with approaching any aspect of changes unilaterally. Consequently, the intricate details of program assessments supportive of the mission statement should commence immediately. Cognitive perceptions of circumstances will help all communicators establish frames of reference that elicit clarity of details for critical thinking and decision making. Reflecting briefly on Proverbs 19:2 (KJV) “Also, that the soul be without knowledge, it is not good; and he that hasteth with his feet sinneth” provides sensible rational for deliberating before giving in to impulsivity. Further delineation of metrics and the cogent analysis of practical applications encourage systematic consensus of outcomes. Ardent attention to details derived collectively will potentially reveal more neglected or overlooked contributing factors. In an effort to minimize wasted resources on duplicate or inane resolves, project objectives may require redirection.
Prioritization
Managing the strategy involves connecting developmental designs to implementation efforts (Worth, 2014, p. 161). Fragmentation plays a critical role in the strategic planning process too. Knowing the objective breakdowns and how they will fall into place within the grand scheme facilitates better control of capacity. The availability and allocations of organizational resources can limit progress or drain resou.
Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and Respond
Introduction
Nonprofit launch initiatives directed at changes for an organization of this magnitude should begin with an adaptable plan. Here important objectives are identified with the basic concept of how and when the organization can facilitate action. Comprehending the dynamics of challenges being addressed and the resources required is essential for a realistic assessment on a myriad of levels. Allison and Kaye (2005) believe organizers “must recognize that the mission’s success lies in getting involvement from all parts of the organization” (p. 32). That being stated, further illustrates the importance of strategic processing as it relates to communication, evaluation, and prioritization.
Communication
Establishing effective, viable channels of communication provide a means to introduce concerns and begin dialogs. Broadening the scope of the assessment to include feedback from all chapters elicits engagement and improves clarity. Creating forums that openly invites two-way dialog as a means to shore up the effectiveness of communication often mitigate risk associated with subjective perspectives and assumptions. The nonprofit sector encompasses perspectives from volunteers, staff, and board members that are all challenged with meeting diverse mission goals. Murphy (2013) stresses the importance of creating a work environment conducive to working “productively with team members who have different objectives” (p.68).
Evaluation
Decentralized modes of operation within the 100 chapters have presented a challenge with approaching any aspect of changes unilaterally. Consequently, the intricate details of program assessments supportive of the mission statement should commence immediately. Cognitive perceptions of circumstances will help all communicators establish frames of reference that elicit clarity of details for critical thinking and decision making. Reflecting briefly on Proverbs 19:2 (KJV) “Also, that the soul be without knowledge, it is not good; and he that hasteth with his feet sinneth” provides sensible rational for deliberating before giving in to impulsivity. Further delineation of metrics and the cogent analysis of practical applications encourage systematic consensus of outcomes. Ardent attention to details derived collectively will potentially reveal more neglected or overlooked contributing factors. In an effort to minimize wasted resources on duplicate or inane resolves, project objectives may require redirection.
Prioritization
Managing the strategy involves connecting developmental designs to implementation efforts (Worth, 2014, p. 161). Fragmentation plays a critical role in the strategic planning process too. Knowing the objective breakdowns and how they will fall into place within the grand scheme facilitates better control of capacity. The availability and allocations of organizational resources can limit progress or drain resou.
Title PageComment by Tanesha Holleman The title page should be .docx
Title Page Comment by Tanesha Holleman: “The title page should be brief but descriptive of the project. It should also include the date of completion/submission of the report, the author/s, and their association/organization.”
Title Comment by Tanesha Holleman: (Format the report – Margins - use one-inch for all pages – top/bottom and side margins.
Spacing – Double space the body of the report (all pages) - Single-space some elements, such as the entries in the references page and information in tables or other graphic components.
Headings - Use only first level headings.
Make sure to identify five applicable secondary business sources to support your findings.)
Make sure to select three direct quotes from three of the identified five secondary sources.
The sources should be used as three in-text citations (APA format) to support the findings.)
Prepared By:
October 2016
Executive Summary
Purpose and method of this report
Teamwork requires a set of interdependent activities, performed by individuals who collaborates with each other toward a common objective. Teams are expected to work expeditiously and efficiently with other members of the team to carry out the project, and precisely summarize the results in a report. The series of actions to achieve this result can be divided into three categories: the transition process, action processes, and interpersonal processes. The purpose of this report are to:
· Recommend ways that a team can facilitate effective team writing in a report.
· Determine the procedures and techniques by which team work gets done.
· Three approaches virtual teams can interact successfully increasing team effectiveness, while avoiding misunderstandings.
We each conducted a survey with our classmates to discover types of methods and structures needed for effective teamwork in writing a report. Such as: sharing files, scheduling meetings, communicating, relationship building, and brainstorming. Each team contained up to ten members selected from the University of Houston – Downtown.
Finding and conclusions
We used multiple respondents to ensure the study and research of our data were valid, and to over some common methods bias. Many of the respondents believed that effective teamwork requires that people work as a cohesive unit.
The result of this study shows that writing a compelling team report involves individuals to collaborate with others by concentrating their efforts in a common direction and achieving an outcome that can only be reached by working together. Individual members must learn how to coordinate their actions, and any strains and stresses in interpersonal relations need to be identified and resolved (Cannon-Bowers et al., 1995; Cohen & Bailey, 1997)
Recommendations for effective team writing on a report
1. According to Forsyth (2009), “Interpret and evaluate the team’s mission, including identifying of its main tasks as well as the operative environmental conditions and team ...
Entrepreneurial Founder Teams
The American culture of individualism, self-reliance, and independence celebrates the legend of the lone entrepreneur. However, for many years, research has shown that team-founded ventures achieve better performance than those founded by individuals. This paper reviews why entrepreneurs form teams, and the process of securing the various types of capital required, to increase the probability of success. A particular focus is placed on social capital and how when complimented with social competence, it can be leveraged to secure financing and build a highly effective, high-performance team.
Organizational Communication
discussion of communication impacts on organizations performance and employees too. besides that its role in job satisfaction citizenship behavior enhancement
Post #1What impacts have leaders within your organization had wi.docx
Post #1
What impacts have leaders within your organization had with learning or improving the organization?
Over the course of my time at my college, I have witnessed a great leader in action. This leader came into the organization a couple of years ago. Having worked in adult education for several years at the high school level, she came in with extensive experience in her field. Yet, she was new to the college and new to the culture of the organization. Quickly she familiarized herself with her team and with the college culture and processes. She met with her team frequently and discussed with them at length the importance of their roles and the impacts that they’re work had on those they served. She articulated that she wanted to make a lasting impact on the way services were provided to adult learners that would better their lives and future generations. She explained why she was so passionate about the work she does and in doing so inspired others (Sinek, 2010). She urged employees to find creative solutions that would move them from current reality to the vision and they committed to this vision. Through her leadership, each team member was provided professional development to better how they could contribute to the collective vision. Input from all staff was included in decision making and used in determining roles and responsibilities, thus improving employee motivation.
What steps from this reading could your organization implement?
I believe that this great leader used all five of Senge’s disciplines to create a learning adult education department. Being new, she was able to see the “big picture and to distinguish patterns instead of conceptualizing change as isolated events” (Mason, 2018), identify how each of the parts were interrelated, and determine areas that needed to be addressed. By being committed to continual learning herself, she engaged others to develop their skills and review mental models. She encouraged input from all team members and inspired a shared vision. Through continual review of processes and initiatives, she facilitated team learning through discussion and dialogue. Other leaders within the organization could benefit from reviewing this leader's approach to building a learning environment and team.
What leadership practices in your organization go against Senge's teachings of learning organizations?
My organization lacks good communication channels and an environment that makes all employees feel that their creative and critical thinking and input are valued and needed. They do not publicize the vision of the organization well, nor elicit genuine commitment from employees to achieve the vision. Many employees do not know what the vision is. Without a clear and shared vision, employees are not encouraged to experiment and innovate, nor do they have a long-term view (Smith, 2001).
References:
Mason, M.K. (2018). What is a Learning Organization? Retrieved February 19, 2018, from http://www.moyak.com/papers/le.
Team Cohesion
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Team Cohesion" and will show you how to build cohesive teams that have strong ties.
Team Dynamics Team members must resolve several issu.docx
Team Dynamics
“Team members must resolve several issues and pass through several stages of development before emerging as an effective work unit” (McShane & Von Glinow, 2013, p. 235). Considering the brief amount of time that we have to work with our groups before we must submit finished projects, quickly developing team cohesiveness is very important to our success. Developing a team contract could be instrumental in aiding the acceleration of the team development process.
Cohesion among team members refers to the level at which members socially identify themselves with the team, feel a commitment toward the team, and want to remain a part of that team (McShane & Von Glinow, 2013, p. 239). Cohesiveness has been shown to improve interpersonal communication and the potential for learning (Williams & Duray, 2006). In this class, we do not have a lot of time to develop team cohesion, but efforts to get to know our teammates should benefit our success and make it easier to work with one another.
One way we might do that would be to go back and reread discussion posts from our assigned team members. This will help remind us of their writing and communication styles. It will also give us a chance to reevaluate any personal experiences team members may have shared. Some of the most valuable posts from our team members that we can reread are the introductions we all wrote about ourselves. Reminding ourselves of details and strengths about one another will help us discern who might be best in certain roles and help us feel more comfortable trusting one another to carry out separate parts of the project.
A team contract would be helpful in defining team goals, establishing roles and expectations of team members, and reinforcing commitment to the team and the learning process. There are normally three stages of the team development process before the performing stage: forming, storming and norming (McShane & Von Glinow, 2013, p. 237). In light of the very brief timeframe of this project, developing a team contract will help to accelerate this process.
A contract would help reinforce expectations of each member of the group and stand as a reminder of our commitment to learning and succeeding together. Reinforcement of desired actions from each member will help to increase the effectiveness of the team and its ability to work together (Williams & Castro, 2010). It should emphasize the value of everyone contributing and working together to accomplish our goal so that every member of the team has an equally rich learning experience (Williams & Castro, 2010).
A team contract should include a clear outline of what steps must be accomplished to achieve team objectives. It should assign roles and show a clear division of labor among team members according to their strengths. The amount of work per person should be divided as equally as possible. A contract should also include a commitment statement that holds each member ...
Effective Communication- Organizational Behavior
How different organizations adapt to different communication media?
Write a minimum of 200 words response to each post below- Reference mi.docx
Write a minimum of 200 words response to each post below. Reference minimum of 2 articles per post.
You will see the original post, which the two posts below responded to, and you will respond to the response posts 1 and 2.
Original question:
Analyze how the effectiveness of global leadership development is evaluated in your organization or one you’ve worked for in the past. Provide recommendations based on our readings and your own research.
Post 1
For the week five discussion board, I focused on the National Institutes of Health (NIH), mainly because I found a really interesting, and concise, step-by-step guide for succession planning. This guide also included at table, or a 9-box approach, that indicated the criticality and vulnerability of positions. The NIH Human Resource Department has a very informative and thorough website, which I hoped would provide information on how it, as a group of institutions, measured the effectiveness of their leadership development programs. I’ve learned that they export, or sell, these leadership courses to medical practitioners globally, which may be one of the reasons they do not have as much information on assessing the value of leadership development programs as I would have hoped.
Much like Kristine, I thought I’d look into how we can describe and assess programs and then I can bring it back to the limited information I’ve found on the NIH. I liked how one of our readings this week in the context of measuring the effectiveness of a leadership development program as it relates to the costs and investment in a person or position. In the conclusions by Edwards & Turnbull (2013), their approach requires both a macro and micro view of interconnections and networks that exist and the extent in which they’ve been influenced. Additionally, in an article I found, the link between measuring the return on investment with leadership development was assessed. In many cases, there wasn’t enough tailoring of leadership programs to the business needs of an organization or company, which can make for less productive outcomes as well as difficulty in measuring the effectiveness (MeInert, 2018). In another example, a blog from the Harvard Business Learning, focus should be on the impact of a program, not the “proof†that a leadership development program was successful (Clark, 2018). In both of these complementary examples, the authors stressed the length of time needed to allow leadership to begin synthesizing materials and examples into their operational approach, a minimum of nine months was recommended as an adequate period of time (Meinert, 2018). Other, maybe more traditional Human Resources tools were also recommended, such as 360 degree reviews, measurement of output, time, and quality, as well as reporting on the perceived tangible and intangible benefits of the leadership training or development programs (Meinert, 2018). From our text this week, Mendenhall & Reiche (2018), the u.
Post #1Employee empowerment has allowed organizations to have qu.docx
Post #1
Employee empowerment has allowed organizations to have quicker response times to customers for resolutions, but my thoughts of this quick solution being beneficial shifted as I read Senge’s studies. “Today, many executives are articulating a new philosophy revolving around ‘empowering people.’ But few organizations are working hard to introduce tools and methods to actually help people to make more intelligent decisions, especially decisions that improve systemwide performance” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 40). It is important for organizations to consider the impact of the training systems, as well as how to evaluate their effectiveness. Without the proper ‘tools’ it is difficult for employees to make decisions that are best for both the business and the customer. This also makes it difficult for leaders to be confident in backing their employees decisions or in holding them accountable to the decisions made when effective learning systems were not developed prior to training. “Once we learn to distinguish our assumptions from the ‘data’ upon which those assumptions are based, we are forever more aware of our own thinking” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 43).
“Motivation also appears to be an important correlate of leadership” (Vidic, Burton, South, Pickering, & Start, 2016). By utilizing the teachings of each section and putting them into practice within real life situations I can support my learning while also utilizing success stories of the implementation of my practices of the materials to share with the class for discussions. Many of the teachings discussed in this week’s material would work for the current organization I work for. Senge mentions situations where employees are placed into quick training courses that only last a few days, but later the training is not reinforced or further developed upon. Organizations will then give up on the current training practices as they believe them not to be effective. In the organization I work for there is always change. Changes in culture, leadership, and even training styles. There is an opportunity to evaluate the importance of each change prior to implementation and utilize different metrics to evaluate success which could include quantity, but most importantly quality of the results with the success of the organization.
References
Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The fifth discipline fieldbook: strategies and tools for building a learning organization. New York: Doubleday.
Vidic, Z., Burton, D., South, G., Pickering, A. M., & Start, A. (2016). Emotional and Motivational Correlates of Leadership Styles: A Comprehensive Framework for Understanding Effective Leaders. Journal Of Leadership Studies, (3), 22. doi:10.1002/jls.21485
Post #2
I found it interesting how Kleiner, Roberts, Ross , Senge & Smith (1994) discussed team development as a learning organization. They note that team members “develop new skill.
Similar to Aar 3 lessons learned (20)
by Noria RaiFor every project, there will be different team me
by Noria RaiFor every project, there will be different team me
15West Coast Case StudyStudent’s NameUniversity.docx
15West Coast Case StudyStudent’s NameUniversity.docx
Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and RespondIntroduction .docx
Discussion Board 1 – Read and RespondIntroduction .docx
Title PageComment by Tanesha Holleman The title page should be .docx
Title PageComment by Tanesha Holleman The title page should be .docx
Post #1What impacts have leaders within your organization had wi.docx
Post #1What impacts have leaders within your organization had wi.docx
Team Dynamics Team members must resolve several issu.docx
Team Dynamics Team members must resolve several issu.docx
Write a minimum of 200 words response to each post below- Reference mi.docx
Write a minimum of 200 words response to each post below- Reference mi.docx
Post #1Employee empowerment has allowed organizations to have qu.docx
Post #1Employee empowerment has allowed organizations to have qu.docx
Recently uploaded
Climate Impact of Software Testing at Nordic Testing Days
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Elevating Tactical DDD Patterns Through Object Calisthenics
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Uni Systems Copilot event_05062024_C.Vlachos.pdf
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
DevOps and Testing slides at DASA Connect
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Removing Uninteresting Bytes in Software Fuzzing
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
UiPath Test Automation using UiPath Test Suite series, part 4
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
By Design, not by Accident - Agile Venture Bolzano 2024
As presented at the Agile Venture Bolzano, 4.06.2024
20240605 QFM017 Machine Intelligence Reading List May 2024
Everything I found interesting about machines behaving intelligently during May 2024
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
The Art of the Pitch: WordPress Relationships and Sales
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Epistemic Interaction - tuning interfaces to provide information for AI support
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
A tale of scale & speed: How the US Navy is enabling software delivery from l...
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
FIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdf
FIDO Alliance Osaka Seminar
Transcript: Selling digital books in 2024: Insights from industry leaders - T...
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
National Security Agency - NSA mobile device best practices
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Recently uploaded (20)
Climate Impact of Software Testing at Nordic Testing Days
Climate Impact of Software Testing at Nordic Testing Days
Elevating Tactical DDD Patterns Through Object Calisthenics
Elevating Tactical DDD Patterns Through Object Calisthenics
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...
UiPath Test Automation using UiPath Test Suite series, part 4
UiPath Test Automation using UiPath Test Suite series, part 4
Free Complete Python - A step towards Data Science
Free Complete Python - A step towards Data Science
By Design, not by Accident - Agile Venture Bolzano 2024
By Design, not by Accident - Agile Venture Bolzano 2024
20240605 QFM017 Machine Intelligence Reading List May 2024
20240605 QFM017 Machine Intelligence Reading List May 2024
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...
The Art of the Pitch: WordPress Relationships and Sales
The Art of the Pitch: WordPress Relationships and Sales
Epistemic Interaction - tuning interfaces to provide information for AI support
Epistemic Interaction - tuning interfaces to provide information for AI support
A tale of scale & speed: How the US Navy is enabling software delivery from l...
A tale of scale & speed: How the US Navy is enabling software delivery from l...
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...
FIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdf
FIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdf
Transcript: Selling digital books in 2024: Insights from industry leaders - T...
Transcript: Selling digital books in 2024: Insights from industry leaders - T...
National Security Agency - NSA mobile device best practices
National Security Agency - NSA mobile device best practices
Aar 3 lessons learned
- 2. Judith Stein of MIT states that in order to form a successful team, the members must “create a team structure, goals, direction, and roles, so that members begin to build trust” (Stein, 2013). This was an area we should have spent more time on to eliminate confusion regarding tasks or expectations. According to Leonard & Swap (1999), “a prolific source of creative abrasion is the natural differences that occur among people in their preferred ways of thinking – problem solving, information processing, selection and evaluation of data.” Although the three team members each brought a diverse group of skills and knowledge to the table, providing a good opportunity for creative abrasion, the stress and conflict caused by early mis-steps reduced our creative potential. Here are the lessons we took away regarding team formation:
- 3. One of the main lessons from our group effort was that communication is a two-way street. Our main conflict was around the timing and amount of communication. Expectations were not clearly communicated at the outset, and not all the team members were proactive in reaching out for clarification and next steps. This led to conflict within the team. Here are the lessons we took away regarding communication:
- 4. In a workplace or academic setting, it is understood that all members of the team have other important responsibilities in their personal and work lives that demand their attention. However, team members must be able to depend on each other to meet the given project deadlines and deliverables. Here are some lessons we took away regarding deadlines & deliverables: