The document discusses the need for organizations and individuals to adapt to constant disruption and change. Some key points:
- To adapt, one must embrace disruption, improve leadership skills, think with an "ecosystem mindset", exchange ideas quickly, and adapt.
- If organizations don't change how they approach customers' needs, they will become irrelevant.
- The future of work involves more networked, collaborative environments like co-working spaces, with AI replacing some traditional jobs.
- Individuals now have more control over their learning and work, which occurs across networks rather than traditional structures. Leadership requires facilitating this kind of ecosystem.
Stringing Lessons from leading change in personal life and in business. Identifying the unique characteristics to make you the right person to lead that CHANGE
ELF14 Leading positive and sustainable change Chris Jansen UCSmartNet
Education Leaders Forum - Enhancing Learning Culture, 21&22 August 2014 Christchurch
Leading positive and sustainable change
From cynicism and disillusionment to optimism and hope.
Experiencing Appreciative Inquiry tools and processes.
Sarah Bodell and Jackie Taylor, OT educators from the University of Salford, discuss feedback from a social networking project with clinicians from the Lancashire Care Foundation Trust. COT Annual Conference 2010 (22-25 June 2010)
Doing Collaboration Badly Is Worse Than Not Doing It At All - SideraWorksXVA Labs
Lessons learned along the way regarding the ties between collaboration, innovation, and social business. Throughout our workshops and client engagements, what common issues come up in collaboration initiatives? How do you find a common language in regards to how an organization defines collaboration and innovation? How does social business provide a platform for success in these types of initiatives? What are the barriers typically encountered and how do you articulate the value?
SideraWorks has had to learn some of these lessons the hard way, perhaps this document will aid you in avoiding some of the same issues.
Stringing Lessons from leading change in personal life and in business. Identifying the unique characteristics to make you the right person to lead that CHANGE
ELF14 Leading positive and sustainable change Chris Jansen UCSmartNet
Education Leaders Forum - Enhancing Learning Culture, 21&22 August 2014 Christchurch
Leading positive and sustainable change
From cynicism and disillusionment to optimism and hope.
Experiencing Appreciative Inquiry tools and processes.
Sarah Bodell and Jackie Taylor, OT educators from the University of Salford, discuss feedback from a social networking project with clinicians from the Lancashire Care Foundation Trust. COT Annual Conference 2010 (22-25 June 2010)
Doing Collaboration Badly Is Worse Than Not Doing It At All - SideraWorksXVA Labs
Lessons learned along the way regarding the ties between collaboration, innovation, and social business. Throughout our workshops and client engagements, what common issues come up in collaboration initiatives? How do you find a common language in regards to how an organization defines collaboration and innovation? How does social business provide a platform for success in these types of initiatives? What are the barriers typically encountered and how do you articulate the value?
SideraWorks has had to learn some of these lessons the hard way, perhaps this document will aid you in avoiding some of the same issues.
Conversational Leadership recognizes the extraordinary but underutilized power of face-to-face conversation and takes a conversational approach to the way in which we live and work together.
Webinar Overview:
We abide in a hyper-connected, complex world. Our old command and control, hierarchical ways are no longer effective. Conversational Leadership is a powerful response. We need to discover innovative ways in which to interact and work with each other.
Webinar Objectives:
The webinar will look at the principles which underpin Conversational Leadership:
Take responsibility, lead & develop self-agency
Embrace complexity & make sense of the world
Engage in conversation
Targeted Audience:
The webinar is for anyone interested in becoming a conversational leader.
As wary confidence grows in the economic recovery, anxiety is starting to bubble around workforce loyalty and retention. This concern is justified. But it shouldn’t be new.
When was the last time your leadership agitated the world? by Sandy BekyAntoine Cheret
Dans le cadre de son Executive MBA "Leading Innovation in a Digital World" Telecom Ecole de Management accueille Sandy Beky.
Alors que le rythme et l'ampleur des changements dans des domaines tels que la communication, la technologie, le transport ont été exponentiels pendant les dernières décennies, les méthodes de leadership et les structures organisationnelles sont restées sensiblement les mêmes. Forte de 18 ans d'expérience aux plus hauts niveaux de responsabilité dans des secteurs tels que la IT ou l'industrie pharmaceutique, Sandy Beky, auteur et coach certifiée, nous présentera de nouveaux modèles de leadership.
here is my presentation on agile contracts for the first conf 2016.
Trying to incorporate game theory and co-operation into a way that enables both parties iterate away from their corporate dominate logic towards a collective responsibility to outcome. This is a not a dream, we have been running agile contracts for a number of years now
As part of a downsizing effort, the U.S. Congress has mandated the melding of the U.S. Navy’s Aviation Supply Division in Philadelphia, and its Ship and Submarine Parts Operation in Mechanicsburg, PA, into one physical entity. The purpose was to achieve both a physical and cultural integration of two entirely separate naval commands operating under different leadership approaches.
Workplace learning loses unless we engage learnersBert De Coutere
In today’s workplace, we support our employees to be engaged and active learners. In a constantly changing business environment, constant learning makes our careers and our businesses future-proof. The reality however is different from the dream: in today’s workplace we are busy being busy, and learning loses out - often unintentionally. In this session for anyone involved in corporate learning, we will together: - assess the reality of today’s workplace learning: - explore the bad habits and biases that stand in the way of learning more: - get inspiration to set up experiments to engage our learners for action. (From oeb.global conference, Nov 2019)
This talk to the IPAC annual conference on August 21 2012 addresses the question why, if collaboration is so good and beneficial, then why do we not do it more often or more successfully?
Conversational Leadership recognizes the extraordinary but underutilized power of face-to-face conversation and takes a conversational approach to the way in which we live and work together.
Webinar Overview:
We abide in a hyper-connected, complex world. Our old command and control, hierarchical ways are no longer effective. Conversational Leadership is a powerful response. We need to discover innovative ways in which to interact and work with each other.
Webinar Objectives:
The webinar will look at the principles which underpin Conversational Leadership:
Take responsibility, lead & develop self-agency
Embrace complexity & make sense of the world
Engage in conversation
Targeted Audience:
The webinar is for anyone interested in becoming a conversational leader.
As wary confidence grows in the economic recovery, anxiety is starting to bubble around workforce loyalty and retention. This concern is justified. But it shouldn’t be new.
When was the last time your leadership agitated the world? by Sandy BekyAntoine Cheret
Dans le cadre de son Executive MBA "Leading Innovation in a Digital World" Telecom Ecole de Management accueille Sandy Beky.
Alors que le rythme et l'ampleur des changements dans des domaines tels que la communication, la technologie, le transport ont été exponentiels pendant les dernières décennies, les méthodes de leadership et les structures organisationnelles sont restées sensiblement les mêmes. Forte de 18 ans d'expérience aux plus hauts niveaux de responsabilité dans des secteurs tels que la IT ou l'industrie pharmaceutique, Sandy Beky, auteur et coach certifiée, nous présentera de nouveaux modèles de leadership.
here is my presentation on agile contracts for the first conf 2016.
Trying to incorporate game theory and co-operation into a way that enables both parties iterate away from their corporate dominate logic towards a collective responsibility to outcome. This is a not a dream, we have been running agile contracts for a number of years now
As part of a downsizing effort, the U.S. Congress has mandated the melding of the U.S. Navy’s Aviation Supply Division in Philadelphia, and its Ship and Submarine Parts Operation in Mechanicsburg, PA, into one physical entity. The purpose was to achieve both a physical and cultural integration of two entirely separate naval commands operating under different leadership approaches.
Workplace learning loses unless we engage learnersBert De Coutere
In today’s workplace, we support our employees to be engaged and active learners. In a constantly changing business environment, constant learning makes our careers and our businesses future-proof. The reality however is different from the dream: in today’s workplace we are busy being busy, and learning loses out - often unintentionally. In this session for anyone involved in corporate learning, we will together: - assess the reality of today’s workplace learning: - explore the bad habits and biases that stand in the way of learning more: - get inspiration to set up experiments to engage our learners for action. (From oeb.global conference, Nov 2019)
This talk to the IPAC annual conference on August 21 2012 addresses the question why, if collaboration is so good and beneficial, then why do we not do it more often or more successfully?
Premier University
[B.B.A]
Course Teacher: Assistant Professor. Anupam Das
University of Chittagong
Course Title: Managerial Economic
Presentation Subject: Introduction to Managerial Economic
Semester: 7th Section: “A” Batch :22nd
Group Name: D’14
E-mail : mdsaimonchy@yahoo.com
The Human Microbiome in Sports Performance and Healthctorgan
Because our knowledge of the human microbiome is moving so rapidly, we turned our presentation at this conference into a discussion session so experts in the audience could share their professional knowledge and personal experience. By the end of the session, it was clear that we had barely scratched the surface of the importance of our microscopic kin to our health, to sports performance, and to how we need to think about designing research studies. A list of recommended resources is available at: www.caroltorgan.com/microbiome-sports/. We welcome your input!
1.Introduction
The 555 IC was designed in 1971 by Hans Camenzind under contract to SigNetics Corporation.
555 timer is a highly stable circuit used to generate time delays, or Oscillations.
A single 555 timer can provide time delay ranging from microseconds to hours.
It operates from a wide range of power supplies ranging from + 5 Volts to + 18 Volts supply voltage.
2.Pin Configuration
3.Working of Pin
4.555 Integral circuit
5.Operating modes of IC
6. Bistable Mode
In bistable (also called Schmitt trigger) mode, the 555 timer acts as a basic flip-flop.
The trigger and reset inputs (pins 2 and 4 respectively on a 555) are held high via pull-up resistors while the threshold input (pin 6) is simply floating.
Thus configured, pulling the trigger momentarily to ground acts as a 'set' and transitions the output pin (pin 3) to Vcc (high state).
Pulling the reset input to ground acts as a 'reset' and transitions the output pin to ground (low state). No timing capacitors
Pin 5 (control voltage) is connected to ground via a small-value capacitor (usually 0.01 to 0.1 μF). Pin 7 (discharge) is left floating
7.Monostable Mode
Pulse generator circuit which the period is calculated from RC network and connected to external of 555 timer
Stable when the output logic LOW (logic = 0)
When a pulse is trigger at pin 2 (normally negative trigger pulse), timer output will change to HIGH (+Vs) for a while and change to LOW (stable condition). The condition will continue LOW until pulse is trigger again.
The timing period is triggered (started) when trigger input (555 pin 2) is less than 1/3 Vs, this makes the output high (+Vs) and the capacitor C1 starts to charge through resistor R1. Once the time period has started further trigger pulses are ignored.
The threshold input (555 pin 6) monitors the voltage across C1 and when this reaches 2/3 Vs the time period over and the output becomes LOW,
At the same time discharge (555 pin 7) is connected to 0V, discharging the capacitor ready for the next trigger.
8.Astable Mode
Astable multivibrators are also known as Free-running Multivibrator.
Astable do not need trigger pulse for external to change the output.
The period for LOW and HIGH can be calculated based on resistor and capacitor value that connected at outside of timer.
9.Applications
Schmitt trigger
PPM
PWM
Linear Ramp generator
Precision Timing
Pulse Generation
Time Delay Generation
Sequential Timing
Used as a quad timer
10. Conclusion
Hence 555 IC timer can produce very accurate and stable time delays, from microseconds to hours. It can be used with supply voltage varying from 5 to 18 V. Timer can be used in monostable mode of operation or astable mode of operation. Its various applications include waveform generator, missing pulse detector, frequency divider, pulse width modulator, burglar alarm, FSK generator, ramp generator, pulse position modulator etc.
Deployed Learning - Tactical Ways to be Deliberate in OutreachAmy Hays
Presented to the Southeadt Region Total Faculty Meeting. Methodology used to think about increasing your outreach efforts. Goes through adult learner theories and practices, types of learning. Describes a method called Deployed Learning which focus on creating a pathway to help build more diverse programming.
In the rapidly evolving landscape of education in today's world, the ability to navigate complex change is crucial for leaders and organizations. Leading such change requires building the buy-in of stakeholders, address roadblocks hindering progress, and fostering a culture of experimentation that embraces calculated risks and encourages learning from failures. This workshop introduces the concept of transformative leadership, introducing a comprehensive framework specifically designed to guide leaders and organizations as they tackle complex challenges where no obvious solution exists.
These slides are from a workshop run at the Aurora Institute Symposium in Palm Springs, October 2023
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Res...Deb Nystrom
As presented for the March 27, 2014 KM Solutions Showcase™ Conference:
Arlington, Virginia, USA
People are innately social, so why not use innately social methods to empower informal and formal knowledge management practices? Learn how to FRAME an approach to adaptive, people centered change and knowledge management. The session will include Open Space Technology (OST), a flexible, energy-led method useful for problem solving as well as learning, providing timely, KM friendly results. If you aspire to an organizational culture that values giving and shared learning, then review this OST-assisted session set of slides for insights.
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Program yang menjawab kebutuhan akan tim yang responsive dan kuat dalam dunia kerja yang kompetitif namun tetap memiliki sikap mental yang positif merupakan keharusan yang dimiliki setiap perusahaan
Di dalam dunia yang sangat kompetitif, dibutuhkan tim yang responsif dengan sikap yang positif dan etos kerja yang tinggi. Sebuah program yang dirancang dimana peserta dapat merasakan pengalaman secara langsung bagaimana bekerjasama di lingkungan yang saling mendukung untuk menguatkan kolaborasi dan respon postif bukan hanya terhadap anggota tim nya tetapi juga lingkungan sekelilingnya.
www.jelajahoutdoor.com
info@jelajahoutdoor.com
0812 1806 6838
How to transform personal development for professional in a disruptive age.
This manifest is based on previous work which we created and shared earlier. This second edition is enhanced with more suggestions on how to apply such an approach in practice. In this second edition we are introducing the Personal Productivity Grid to support personal development for professionals.
Use this link to access the first edition of this manifest:
https://www.slideshare.net/JeroenSpierings/professional-development-for-teachers
You must learn to see the world a new. We learn from the emerging future and utilize the wisdom of crowds This needs to be the mindset for transformation.
In general the flow of knowledge will activate the continuous optimization process.
A circular process where we constantly seek for and access knowledge, from feeling, observation, demonstration and challenging we are able to apply the knowledge in practice. We create deeper understanding and new ideas for adoption will emerge. We reflect on the application and learn so that we can curate new knowledge and share this with a wider audience. We focus on empowering teachers to make a difference. Important element is the sharing of knowledge, expertise and experiences so that we collectively learn from the emerging future. Each teacher can use the flow of knowledge to build their personal productivity grid to drive personal growth.
You step into the future to shift your frame of reference.
Building institutions of excellence 11 april 2015 effective bureaucraciesPatrick McNamara
I just returned from India where I supported UNDP (United Nations Development Programme) and the Indian government training department in their efforts to create government “institutions of excellence” across an immense country that is the world’s third largest economy.
I was impressed by the dedicated, bright, enthusiastic Indian government and UNDP staff who were always up for a challenge. Both institutions are poised to help India move toward being a middle income country, while addressing human development and environmental sustainability (not just economic development).
I saw common themes that appear in many bureaucracies, perhaps exacerbated by cultural influences:
Waiting for others to do something rather than feeling empowered to initiate
Taking time to get “out of the box”
Wanting more support for insightful innovations
Needing to work beyond silos, but not knowing how to begin
Buried in analytics and the micro, but with intelligence to see the big picture and think critically
While these issues are typical in bureaucracies, UNDP has undergone two years of radical change and a new culture is beginning to emerge. A fresh batch of new leaders with a positive, entrepreneurial spirit have been put in key positions and are beginning to steer the UNDP ship in a new way, though many continue to live the old culture. Some staff are taking bold initiatives to make their corner of the UN more effective and responsive. What’s more: UNDP is being asked by their clients, governments around the world, to help them change in similar ways.
They have the intention to move toward excellence and increased effectiveness and they've taken a first step: looking at ways to work differently than before and to transform organizational culture. I trust that my interactive interventions made a difference to help both institutions move toward their goals. I’ve shared some of my presentation* below on building strengths, leading in challenging times and best practices, including:
Shared vision, aligned action
Networked solutions (beyond silos), strong partnerships
Thinking outside the box
Confidence to model values, be yourself and move through conflict
Listening deeply and seeing the big picture
These capacities are supplemented by the great work UNDP is doing to streamline its processes, which is another side of bureaucratic effectiveness.
What surprised me the most was how empowered the women were to speak up, to advocate and to take action in a culture where they are not always heard. I was also surprised by the intense energy, enthusiasm and drive of participants; if this is a high-leverage project to transform Indian government, it’s moving in the right direction!
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
3. Change
is
happening
now!
To
be
part
of
it
we
need
to…
•Embrace
the
disruption
•Polish
our
leadership
lens
•Apply
an
ecosystem
mindset
•Adapt
quickly
•Exchange
with
each
other
to
engage
with
the
new
reality
4. Why
now?
If
we
don’t
approach
change
in
a
new
way
today
and
start
something
different
tomorrow
to
respond
to
our
customer
needs,
then…
we
regress
and
are
irrelevant.
11. Out
of
chaos
Clarity
emerges
Choose
to
see
disruption
as
an
agent
of
constructive
change
The
pain
of
same
is
greater
than
the
pain
of
change
12. Adaptation
seems
to
be,
to
a
substantial
extent,
a
process
of
reallocating
your
Attention
Daniel
Kahneman
“
13.
14. Times
of
crisis,
of
Disruption
or
constructive
Change,
are
not
only
Predictable,
but
desirable.
They
mean
growth.
Taking
a
step,
uttering
a
new
word,
is
what
people
fear
Most.
Fyodor
Dostoevsk
“
20. Today’s
world
needs
a
workforce
of
creative,
curious,
and
self-‐directed
lifelong
learners
who
are
capable
of
conceiving
and
implementing
novel
ideas.
-‐Salman
Khan,
founder
of
the
Khan
Academy
“
Stand
for
something!
24. The
new
learning
space
20%
a
teaching
space
80%
a
networked
learning
space
25. The
networked
environment
1.
The
stakeholder,
not
the
company,
is
at
the
center
of
the
network.
2.
Multiple
information
sources
reduce
the
relative
impact
of
any
one
source.
3.
Information
flows
in
multiple
directions.
4.
Connections
in
the
network
are
unpredictable
and
fluid,
re-‐forming
as
situations
change.
Stakeholder
organisation
27. The
new
learning
space
• Chosen
• Collaborative
• Connected
• Creative
• Fluid
• Relevant
28. The
flipped
classroom
Stage
one
education:
I’ll
deliver
content
at
my
pace
and
in
my
way
and
you
will
learn
if
you
can.
Thought
Leaders
Global
29. The
flipped
classroom
Stage
two
education:
I’ll
adjust
how
and
what
I
teach
so
that
it
gives
you
the
best
chance
for
success.
Thought
Leaders
Global
30. The
flipped
classroom
Stage
three
education:
I’ll
provide
you
with
the
resources
and
content
you
need
so
you
can
learn
what
you
need,
in
a
way
that
works
for
you,
whenever
and
wherever
you
are.
I
will
then
make
myself
available
to
help
you
apply
that
learning
in
a
useful
manner. Thought
Leaders
Global
32. New
path
to
influence
Traditional
• Company
control
• One
way
information
flow
• Company
drives
messages
• Structured
around
channel
• Siloed
• Hierarchical
• Measure
of
success
=
Acceptance
Networked
• Individual
control
• Networked
information
flow
• Individual
creates
own
messages
• Individual
has
choice
• Collaborative
• Connected
• Measure
of
success
=
Active
support
33. One
Degree
of
Influence:
170
Contacts
Two
Degrees
of
Influence:
25,400
Contacts
Three
Degrees
of
Influence:
2,145,900
Contacts
Source:
N.A.
Christakis
and
J.H.
Fowler
(2009),
Connected;
LinkedIn;
Communications
Executive
Council
research.
A
single
individual
can
have
massive
influence
in
a
network
Be
the
individual
contributor
inspiring
your
peers
to
join
you
on
a
common
quest
Your
new
role:
change
catalyst
36. Leadership
– traditional
thinking
A
leader’s
job
is
to
anticipate
the
future,
to
identify
the
trends
that
will
affect
their
organization,
and
to
guide
and
inspire
people
to
move
toward
a
better
reality.
Today
more
than
ever,
this
job
requires
leaders
to
grasp
the
rapid
rate
of
change
in
the
business
world
and
to
build
an
organisationthat’s
capable
of
continually
adapting.
-‐ Nancy
Duarte
&
Patti
Sanchez,
Duarte
Inc.
17
Feb,
2016
“
38. New
Leadership
Mindset
OLD
Organisation = organism
mindset
• Network
is
inside
the
building
• Siloed,
non-‐questioning
• Slow
to
adopt,
no
adaptation
NEW
Organisation =
ecosystem
mindset
• Network
is
outside
the
building
• Interactive,
always
asking
“is
our
network
working?”
• Fast
to
adopt
and
adapt
43. Collaboration
Collaboration
is
important
not
just
because
it's
a
better
way
to
learn.
The
spirit
of
collaboration
is
penetrating
every
institution
and
all
of
our
lives.
So
learning
to
collaborate
is
part
of
equipping
yourself
for
effectiveness,
problem
solving,
innovation
and
life-‐long
learning
in
an
ever-‐changing
networked
economy.
Don
Tapscott
“
49. Communication
essentials
• Content
to
foster
dialogue
and
meaning
• Distributed
content
generation
• Shared
storytelling
• Multi
channel
• Multi
media
• Multi
voice
• Iterative
• Responsive
50. Summing
up
Priority
skills
for
students
and
for
all
of
us
• Collaboration
• Communication
• Creative
problem
solving
• Critical
analysis
Preparatio
n
for
life
in
the
innovation
era
51. Bringing
it
all
together
• Assess
your
change
ability
• Create
a
coalition
of
the
willing
• Lead
don’t
wait
• Involve
your
ecosystem
• Experiment
• Reallocate
your
attention
• Foster
dialogue
and
meaning
• Practice
adaptation
skills
• START
NOW!
52. I
help
organisations
develop
&
deliver
new
strategy
to
enable
sustainable
change
I
focus
on
Leadership,
Collaboration
and
Communication,
and
uplifting
change
capability
so
clients
can
deliver
the
next
change
faster
…on
their
own
Services:
Engagement
Design,
Change
Leadership,
Lean
change,
Communications,
Facilitation,
Mentoring,
Coaching
and
Speaking
Web: www.judehorrill.com
Email: jh@judehorrill.com
LinkedIn: https://au.linkedin.com/in/judehorrill
Twitter: @judehorrill
Mobile: +61
413
132
558
Jude
Horrill