The document summarizes a conference on managerial decision-making in complex and uncertain conditions. It discusses how decision-making differs from problem-solving when there are no established rules or solutions. It also explores concepts like supercausality, consciousness, competitiveness, consonance and how managing complexity requires new theoretical approaches beyond traditional analytical methods. The document advocates that good management balances competitiveness with ensuring harmony with stakeholders to achieve resonance in decision-making.
Introduction on stakeholder collaboration framework during the MeTA Multi Stakeholder Processes
Workshop for MeTA pilot Countries in Wageningen UR Centre for Development Innovation
Expect the Unexpected: A health care construction case study Miron Construction
The three critical elements required
to build this type of transformational
healing environment were: Physical,
Behavioral, and Informational. By
understanding the Experience
Ecology and the outcomes of all
three areas in conjunction with one
another, sustainable change can
take place, allowing for a patient-
specific experience centered on
quality outcomes.
Dan Levinthal 2010 OMT Division Distinguished ScholarOMT Division
This document discusses problems of organizational goals and direction from behavioral and rational choice perspectives. It argues that goals serve both as incentives and as direction, and that problems arise from evaluating performance against multiple, potentially conflicting goals. Goals simplify decision-making but can focus attention on a limited set of dimensions. Organizations mediate between market selection and individual activities, creating artificial selection environments.
This document introduces Cognitive Neuroeducation (CNE), an innovative approach for preventing and treating cognitive and behavioral disorders. CNE was developed from Cognitive Enhancement Therapy (CET) through rigorous neuroscientific research. CNE applies principles of brain plasticity, socialization, and learning within an enriched social environment to both strengthen cognitive resources and build neuroprotective resilience against cognitive decline. The key mechanisms of CNE involve social interaction stimulating neuroplasticity changes via long-term potentiation and depression of neuronal connections.
1) A problem is defined as any situation where there is a gap between the current state and a desired state. Problems can be complex with many interacting parts, or simple.
2) Recognizing that a problem exists is the first step, even if the cause is unknown. We must also have the power and authority to implement solutions.
3) Complex problems may need to be broken down and redefined from multiple perspectives to fully understand the problem. The right problem must be solved.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
The document discusses decision making and problem solving. It covers defining problems, gathering relevant information to analyze problems, and generating and selecting alternatives. The problem solving process involves defining the problem, collecting information and measures, analyzing the problem, generating alternatives, selecting alternatives, and deciding on and implementing a solution. Cause and effect diagrams like fishbone diagrams can be used to identify and analyze the root causes of problems. Collecting the right information through questions is important for fully understanding problems before attempting to solve them.
Introduction on stakeholder collaboration framework during the MeTA Multi Stakeholder Processes
Workshop for MeTA pilot Countries in Wageningen UR Centre for Development Innovation
Expect the Unexpected: A health care construction case study Miron Construction
The three critical elements required
to build this type of transformational
healing environment were: Physical,
Behavioral, and Informational. By
understanding the Experience
Ecology and the outcomes of all
three areas in conjunction with one
another, sustainable change can
take place, allowing for a patient-
specific experience centered on
quality outcomes.
Dan Levinthal 2010 OMT Division Distinguished ScholarOMT Division
This document discusses problems of organizational goals and direction from behavioral and rational choice perspectives. It argues that goals serve both as incentives and as direction, and that problems arise from evaluating performance against multiple, potentially conflicting goals. Goals simplify decision-making but can focus attention on a limited set of dimensions. Organizations mediate between market selection and individual activities, creating artificial selection environments.
This document introduces Cognitive Neuroeducation (CNE), an innovative approach for preventing and treating cognitive and behavioral disorders. CNE was developed from Cognitive Enhancement Therapy (CET) through rigorous neuroscientific research. CNE applies principles of brain plasticity, socialization, and learning within an enriched social environment to both strengthen cognitive resources and build neuroprotective resilience against cognitive decline. The key mechanisms of CNE involve social interaction stimulating neuroplasticity changes via long-term potentiation and depression of neuronal connections.
1) A problem is defined as any situation where there is a gap between the current state and a desired state. Problems can be complex with many interacting parts, or simple.
2) Recognizing that a problem exists is the first step, even if the cause is unknown. We must also have the power and authority to implement solutions.
3) Complex problems may need to be broken down and redefined from multiple perspectives to fully understand the problem. The right problem must be solved.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
The document discusses decision making and problem solving. It covers defining problems, gathering relevant information to analyze problems, and generating and selecting alternatives. The problem solving process involves defining the problem, collecting information and measures, analyzing the problem, generating alternatives, selecting alternatives, and deciding on and implementing a solution. Cause and effect diagrams like fishbone diagrams can be used to identify and analyze the root causes of problems. Collecting the right information through questions is important for fully understanding problems before attempting to solve them.
Chris Jansen (www.Ideacreation.org) - "Strategising towards 'inside-out' orga...Chris Jansen
This document discusses frameworks for leading organizational change, including positive deviancy and the diffusion of innovation. It outlines a positive deviancy process that defines problems, determines common practices, discovers positive outliers, and designs activities to expand successful solutions. The diffusion of innovation model is also summarized, explaining how different groups adopt changes at different rates from innovators to laggards. Finally, an 8-step organizational change process is presented that establishes urgency, forms a coalition, develops a vision, launches pilots, communicates the vision, consolidates improvements, widens support, and embeds changes.
This document discusses participatory research and participatory action research. It provides definitions of both, highlighting that they involve researchers collaborating with participants to examine problems and enact solutions. Key aspects include focusing on social change, being context-specific, emphasizing collaboration through iterative cycles of research, action and reflection, and generating knowledge through participants' collective efforts to enact meaningful change. Participatory action research in particular aims to empower participants and improve their situation through knowledge construction and action.
1) The document discusses the importance of scenario planning given that our knowledge is about the past but decisions are about the future. It notes that most of what we need to know to make good decisions is outside our comprehension.
2) It then discusses how change, uncertainty, chaos and complexity are the new normal due to our ignorance. It also maps out the types of ignorance organizations face including uncertainty, complexity, ambiguity and equivocality.
3) The document concludes by explaining that scenario planning allows companies to embrace uncertainty by exploring alternative futures and navigate complexity by using stories to help organize information. It is an important tool to help address the gaps in understanding the future.
Mdp 511 2012 organizations in development - session 1ANDREA_BEAR
The snail moves slowly through a wet night in the grass, leaving a bright trail behind. The narrator does not know what motivates the snail or what its emotions may be. If the narrator were to later see the thin broken white line across the ground left by the snail, they would never have imagined the slow and deliberate progress it took to create that trail.
The document discusses four change management strategies: empirical-rational, normative-reeducative, power-coercive, and environmental-adaptive. It provides an overview of the underlying assumptions and selection factors for each strategy. A key point is that there is no single best approach and a mix of strategies is often needed depending on factors like the degree and targets of change, time constraints, resources, and levels of resistance. The strategies involve different combinations of communication, incentives, authority, and adaptation to new environments.
Beyond decision making: Foresight as a process for improving attitude towards...GCARD Conferences
This presentation was used in the GFAR webinar on "Beyond decision making: Foresight as a process for improving attitude towards change" --
The announcement blogpost was published here: https://blog.gfar.net/2017/06/07/gfar-webinar-beyond-decision-making-foresight-as-a-process-for-improving-attitude-towards-change/
You can find the full recording of this webinar here: https://youtu.be/8tzz5vNEhZ4
This personality profile describes Jeff Arnold as having a Scientist personality type. Scientists are independent, perfectionist, and disciplined individuals who seek meaningful responsibilities in managing large-scale projects. They are assured in their abilities and motivated by opportunities to progress their skills and expertise. Scientists communicate confidently about their work and lead in a direct, authoritative manner while delegating tasks selectively based on demonstrated skills. They prefer structured work environments that allow for problem solving and career growth within their fields of expertise.
This document provides an overview of employee engagement from an evidence-based management perspective. It discusses the rise of employee engagement in practice and explores some key questions about what engagement means, how it can be measured, whether it predicts important outcomes, and if/how it can be improved. However, the document finds there is little high-quality evidence available to answer these important practical questions about engagement. It cautions that management fads and biases can influence practices more than evidence, and highlights the need for more rigorous research on engagement.
This document summarizes key points from Chapter 14 of the textbook "Organizational Behavior" regarding decision making in organizations. It discusses the typical decision making process, models like classical decision theory and garbage can model, and how intuition, judgment and creativity impact decision making. Specific heuristics, biases, and ways to foster creativity are also outlined. The summary focuses on providing an overview of the chapter's coverage of decision making concepts and processes.
Physical artefacts, indices and experience in communicationMerja Bauters
This document discusses informal workplace learning and Charles Peirce's communicative perspective. It covers the following key points:
1) Informal learning in workplaces is an ongoing process of improving employee skills and knowledge through socialization and training within an organizational context. Recent research has focused on e-learning, knowledge sharing, and the use of social media.
2) Peirce's communicative perspective views meaning-making as a process involving emotions, experiences, and logical reasoning. Signs are connected to both thoughts and the material world. Interpretation requires shared understanding between individuals.
3) For communication to occur, there needs to be "common ground" or collateral experiences between individuals. Physical artifacts and indices
The document discusses best practices for facilitating effective stakeholder participation, emphasizing the importance of engaging stakeholders early in the process, ensuring representation of relevant stakeholders, designing flexible participation methods tailored to the specific context and objectives, utilizing skilled facilitation to manage stakeholder interactions, putting local and scientific knowledge on equal footing, and addressing barriers to participation through good process design and management. Overall, the quality of the participation process is more important to outcomes than any individual tools or methods.
The role of systems analysis in co-learning. Walter RossingJoanna Hicks
Systems analysis can play different roles in addressing problems depending on the type of problem and level of agreement. Co-learning through boundary work between science and decision-making can help address "messy" problems with many stakeholders. Effective strategies for co-learning include meaningful participation in setting the research agenda, arrangements for accountability, and producing boundary objects that can be understood from different perspectives. Challenges for systems science include meeting requirements for credible, salient and legitimate knowledge while accommodating multiple disciplines and stakeholders.
This document discusses applying health behavior theories to increase community engagement in disaster preparedness. It summarizes three key theories: the Health Belief Model focuses on perceived susceptibility, severity and benefits of preparedness. Social Cognitive Theory examines self-efficacy and observational learning. The Transtheoretic Model looks at readiness to change through stages from pre-contemplation to maintenance. The document advocates understanding individual and community motivations to overcome objections and empower engagement in preparedness planning.
Organizational Learning in Creative and Artistic Teams_A (1998).pdfJimPhills
This document discusses organizational learning in creative and artistic teams from an organizational learning perspective. It provides an overview of the research topic and theoretical framework of organizational learning. Specifically, it discusses how organizational learning focuses on both the products of inquiry (interpretations, analyses, etc.) and the process of inquiry (quality of reasoning and interaction). Productive reasoning is characterized by advocacy and inquiry balance, explicit reasoning using directly observable data, while defensive reasoning relies on implicit inferences without testing validity. The research examines how mechanisms like productive reasoning can enable learning but may be limited in creative domains requiring subjective judgments.
This document discusses public and stakeholder participation in decision making processes. It provides background on democracy and decision making. It outlines 20 years of experience with stakeholder participation projects related to nuclear emergencies and risk management. It discusses issues and concerns with participation, including Arrow's theorem, cultural theory, and Fischhoff's stages of participation. Design of participation processes is also covered, including levels of participation, objectives, and instruments/mechanisms for participation. Research questions are posed about structuring participation processes and evaluating mechanisms.
This is one of the handouts that participants of Banks International’s program, Culture Audit Interviews, receive and is one of the base documents attendees at the 21st Century Organizations can also receive.
The decision making and problem solving modelsKaren S.
The document discusses decision making models and approaches. It covers:
1. The definition of decision making as the process of selecting between alternatives. Decision making can involve different methods.
2. Types of decisions including personal vs organizational, basic vs routine, and programmed vs non-programmed.
3. Decision making approaches used at different levels including intuition, rational analysis, strategic planning, think tanks, devil's advocate, and focus groups.
- Fazio's model views attitudes as associations in memory between an attitude object and a summary evaluation. The strength of this association determines how accessible the attitude is. Strong associations lead to automatic activation of the evaluation when exposed to the object.
- The model focuses on how accessible attitudes influence thoughts and behaviors, but does not describe how existing attitudes incorporate new information or how representations may change with compelling contradictory evidence.
- In contrast, constructionist models emphasize that evaluative judgments are guided by whatever information is accessible in the moment, not by pre-existing representations in memory. Individuals may use temporary affective reactions or arousal to evaluate objects.
3. Provide information:
- Explain clearly in simple terms
- Check understanding
- Answer questions fully and honestly
4. Support informed decision making:
- Discuss options and help weigh pros and cons
- Respect the client’s right to decide
- Offer additional help and follow up as needed
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
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This document discusses frameworks for leading organizational change, including positive deviancy and the diffusion of innovation. It outlines a positive deviancy process that defines problems, determines common practices, discovers positive outliers, and designs activities to expand successful solutions. The diffusion of innovation model is also summarized, explaining how different groups adopt changes at different rates from innovators to laggards. Finally, an 8-step organizational change process is presented that establishes urgency, forms a coalition, develops a vision, launches pilots, communicates the vision, consolidates improvements, widens support, and embeds changes.
This document discusses participatory research and participatory action research. It provides definitions of both, highlighting that they involve researchers collaborating with participants to examine problems and enact solutions. Key aspects include focusing on social change, being context-specific, emphasizing collaboration through iterative cycles of research, action and reflection, and generating knowledge through participants' collective efforts to enact meaningful change. Participatory action research in particular aims to empower participants and improve their situation through knowledge construction and action.
1) The document discusses the importance of scenario planning given that our knowledge is about the past but decisions are about the future. It notes that most of what we need to know to make good decisions is outside our comprehension.
2) It then discusses how change, uncertainty, chaos and complexity are the new normal due to our ignorance. It also maps out the types of ignorance organizations face including uncertainty, complexity, ambiguity and equivocality.
3) The document concludes by explaining that scenario planning allows companies to embrace uncertainty by exploring alternative futures and navigate complexity by using stories to help organize information. It is an important tool to help address the gaps in understanding the future.
Mdp 511 2012 organizations in development - session 1ANDREA_BEAR
The snail moves slowly through a wet night in the grass, leaving a bright trail behind. The narrator does not know what motivates the snail or what its emotions may be. If the narrator were to later see the thin broken white line across the ground left by the snail, they would never have imagined the slow and deliberate progress it took to create that trail.
The document discusses four change management strategies: empirical-rational, normative-reeducative, power-coercive, and environmental-adaptive. It provides an overview of the underlying assumptions and selection factors for each strategy. A key point is that there is no single best approach and a mix of strategies is often needed depending on factors like the degree and targets of change, time constraints, resources, and levels of resistance. The strategies involve different combinations of communication, incentives, authority, and adaptation to new environments.
Beyond decision making: Foresight as a process for improving attitude towards...GCARD Conferences
This presentation was used in the GFAR webinar on "Beyond decision making: Foresight as a process for improving attitude towards change" --
The announcement blogpost was published here: https://blog.gfar.net/2017/06/07/gfar-webinar-beyond-decision-making-foresight-as-a-process-for-improving-attitude-towards-change/
You can find the full recording of this webinar here: https://youtu.be/8tzz5vNEhZ4
This personality profile describes Jeff Arnold as having a Scientist personality type. Scientists are independent, perfectionist, and disciplined individuals who seek meaningful responsibilities in managing large-scale projects. They are assured in their abilities and motivated by opportunities to progress their skills and expertise. Scientists communicate confidently about their work and lead in a direct, authoritative manner while delegating tasks selectively based on demonstrated skills. They prefer structured work environments that allow for problem solving and career growth within their fields of expertise.
This document provides an overview of employee engagement from an evidence-based management perspective. It discusses the rise of employee engagement in practice and explores some key questions about what engagement means, how it can be measured, whether it predicts important outcomes, and if/how it can be improved. However, the document finds there is little high-quality evidence available to answer these important practical questions about engagement. It cautions that management fads and biases can influence practices more than evidence, and highlights the need for more rigorous research on engagement.
This document summarizes key points from Chapter 14 of the textbook "Organizational Behavior" regarding decision making in organizations. It discusses the typical decision making process, models like classical decision theory and garbage can model, and how intuition, judgment and creativity impact decision making. Specific heuristics, biases, and ways to foster creativity are also outlined. The summary focuses on providing an overview of the chapter's coverage of decision making concepts and processes.
Physical artefacts, indices and experience in communicationMerja Bauters
This document discusses informal workplace learning and Charles Peirce's communicative perspective. It covers the following key points:
1) Informal learning in workplaces is an ongoing process of improving employee skills and knowledge through socialization and training within an organizational context. Recent research has focused on e-learning, knowledge sharing, and the use of social media.
2) Peirce's communicative perspective views meaning-making as a process involving emotions, experiences, and logical reasoning. Signs are connected to both thoughts and the material world. Interpretation requires shared understanding between individuals.
3) For communication to occur, there needs to be "common ground" or collateral experiences between individuals. Physical artifacts and indices
The document discusses best practices for facilitating effective stakeholder participation, emphasizing the importance of engaging stakeholders early in the process, ensuring representation of relevant stakeholders, designing flexible participation methods tailored to the specific context and objectives, utilizing skilled facilitation to manage stakeholder interactions, putting local and scientific knowledge on equal footing, and addressing barriers to participation through good process design and management. Overall, the quality of the participation process is more important to outcomes than any individual tools or methods.
The role of systems analysis in co-learning. Walter RossingJoanna Hicks
Systems analysis can play different roles in addressing problems depending on the type of problem and level of agreement. Co-learning through boundary work between science and decision-making can help address "messy" problems with many stakeholders. Effective strategies for co-learning include meaningful participation in setting the research agenda, arrangements for accountability, and producing boundary objects that can be understood from different perspectives. Challenges for systems science include meeting requirements for credible, salient and legitimate knowledge while accommodating multiple disciplines and stakeholders.
This document discusses applying health behavior theories to increase community engagement in disaster preparedness. It summarizes three key theories: the Health Belief Model focuses on perceived susceptibility, severity and benefits of preparedness. Social Cognitive Theory examines self-efficacy and observational learning. The Transtheoretic Model looks at readiness to change through stages from pre-contemplation to maintenance. The document advocates understanding individual and community motivations to overcome objections and empower engagement in preparedness planning.
Organizational Learning in Creative and Artistic Teams_A (1998).pdfJimPhills
This document discusses organizational learning in creative and artistic teams from an organizational learning perspective. It provides an overview of the research topic and theoretical framework of organizational learning. Specifically, it discusses how organizational learning focuses on both the products of inquiry (interpretations, analyses, etc.) and the process of inquiry (quality of reasoning and interaction). Productive reasoning is characterized by advocacy and inquiry balance, explicit reasoning using directly observable data, while defensive reasoning relies on implicit inferences without testing validity. The research examines how mechanisms like productive reasoning can enable learning but may be limited in creative domains requiring subjective judgments.
This document discusses public and stakeholder participation in decision making processes. It provides background on democracy and decision making. It outlines 20 years of experience with stakeholder participation projects related to nuclear emergencies and risk management. It discusses issues and concerns with participation, including Arrow's theorem, cultural theory, and Fischhoff's stages of participation. Design of participation processes is also covered, including levels of participation, objectives, and instruments/mechanisms for participation. Research questions are posed about structuring participation processes and evaluating mechanisms.
This is one of the handouts that participants of Banks International’s program, Culture Audit Interviews, receive and is one of the base documents attendees at the 21st Century Organizations can also receive.
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The document discusses decision making models and approaches. It covers:
1. The definition of decision making as the process of selecting between alternatives. Decision making can involve different methods.
2. Types of decisions including personal vs organizational, basic vs routine, and programmed vs non-programmed.
3. Decision making approaches used at different levels including intuition, rational analysis, strategic planning, think tanks, devil's advocate, and focus groups.
- Fazio's model views attitudes as associations in memory between an attitude object and a summary evaluation. The strength of this association determines how accessible the attitude is. Strong associations lead to automatic activation of the evaluation when exposed to the object.
- The model focuses on how accessible attitudes influence thoughts and behaviors, but does not describe how existing attitudes incorporate new information or how representations may change with compelling contradictory evidence.
- In contrast, constructionist models emphasize that evaluative judgments are guided by whatever information is accessible in the moment, not by pre-existing representations in memory. Individuals may use temporary affective reactions or arousal to evaluate objects.
3. Provide information:
- Explain clearly in simple terms
- Check understanding
- Answer questions fully and honestly
4. Support informed decision making:
- Discuss options and help weigh pros and cons
- Respect the client’s right to decide
- Offer additional help and follow up as needed
Similar to Barile S., Di Nauta P., Saviano M., Polese F., Supercausality, consciousness and managerial decisions (20)
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Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
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- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
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INCLUDED FRAMEWORKS/MODELS:
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2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
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19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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https://www.oeconsulting.com.sg/training-presentations
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Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
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Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
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• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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Barile S., Di Nauta P., Saviano M., Polese F., Supercausality, consciousness and managerial decisions
1. Forum for Business Education Research and Development
2011, September 26-27
SUPERCAUSALITY, CONSCIOUSNESS AND
MANAGERIAL DECISIONS
Sergio Barile
Sapienza University, Rome
Primiano Di Nauta Marialuisa Saviano Francesco Polese
Foggia University Salerno University Cassino University
2. 2
To survive…
• Organizations aim to survive in their own
context.
• Relation between the will to survive, the ability
to dynamically understand the context and the
need to choose the appropriate strategy to
adopt.
• Management can be understood as the
discipline that deals with this essential
cycle.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
3. 3
Systems perspective
Key points:
¨ organizations (as well as individuals) as viable
systems aiming at surviving in their context
¨ key role of the governing subject in interpreting the
context, defining goals and involving all the
relevant actors into the system’s plan
¨ governance decisions as outcomes of the action of
two complementary and coessential drivers/forces,
competitiveness (opposing resistance) and
consonance (generating harmony).
S. Barile, F. Polese, M. Saviano, P. Di Nauta
4. 4
Decision making without experience
• The analyzed problem proves to be difficult to
place in a regulated system (laws – rules –
customs) reference field of the decision maker.
• In lack of a system, the data regarding the
problem appear to the decision maker as
overabundant and not retraceable to a coherent
scheme.
• A heuristic decision making process proves to
be strongly influenced by the decision maker’s
forma mentis, and significantly affected by
emotional factors deriving from the context.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
5. 5
Complexity and managerial decisions
Managerial
Complexity
decisions
• lack
in
general
schemes
• dis6nc6on
between
decision
making
and
problem
solving
• data
and
informa6on
result
not
inherent
• more
and
more
importance
given
to
the
impact
of
• decision
taken
according
emo5onal
factors
on
to
everyone’s
strong
decisions
beliefs
We
need
new
methodological
infrastructure
and
complexity
theories
that
overcome
the
limits
of
the
tradi6onal
analy6cal-‐reduc6onist
approach
.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
6. 6
Complexity
¨ Complexity does not characterize the system in itself, but emerges
subjectively, charactering the interpretation of the context made by the
decision maker.
¨ A phenomenon can generate chaos, complexity or simply complication.
It depends on the interpretative capacity of the decision maker, not on
the characteristics of the phenomenon (huge variety, variability, etc.).
¨ Complexity manifests itself when the interaction emerging from
relations in a specific process does not respond to clear cut criteria of
behavioral rules.
¨ Complexity forces decision makers to abandon the structural
perspective and need to evaluate “objects”, both tangible or intangible,
not enumerable on the basis of a known calculation criteria (Barile,
2009).
S. Barile, F. Polese, M. Saviano, P. Di Nauta
7. 7
Decision making vs Problem solving
• Problem solving: choices traceable back to
recurrent problems, already made, and for
which experimented solutions have been
identified.
• Decision making: choices related to hardly
detailed problems in which the application of
any methodology, independently from the
technical difficulty, becomes difficult or
impossible.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
8. 8
Assumptions
• Distinction between problem solving and
decision making.
• Renunciation of a reference to Newton’s
scheme of classic laws on natural phenomena.
• Recovered value of the psychological element
and, therefore, the subjectivity in the less
rationalized choice processes.
• Different individuals, with different perceptive
capacities, can generate different models of the
same problem, even if applying the same
methodology.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
9. 9
Supercausality and consciousness
• The hypothesis that the
future may, in some way,
influence the present
intrigues the minds of
many thinkers.
• If the future cannot affect
the past, considering that
the past can influence
the future in determining
processes of cause and
effect, it would run up a
paradox of non decision
making logic.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
10. 10
Relativity
• The hypothesis of retro casuality is the inspiring principle of Albert
Einstein, who after having revolutionized the concept of relativity
substituting Galileo’s absolute time with the absolute velocity of light,
derives from it the well-known equation:
E = mc 2
• Actually, the initial formulation of the scientist resulted to be even
more articulate:
E 2 = m2c 4 + p2c2
The solution to the second degree equation determines two solutions, a
negative and positive that, considering the vectorial aspect of the
movement variable (the “p”), leads to hypothesize a possible movement
forward in time (positive solution), but also a movement back in time
(negative solution)
S. Barile, P. Di Nauta, M. Saviano, F. Polese
11. 11
Some literature on the subject
• 1925: Klein and Gordon introduced to science a formal acceptance
of the concept of final causes and teleological propensity.
• 1927: Bohr and Heisenberg developed the wave/particle dualism.
• 1986: Chris King supposed viable systems are costantly solicited by
factors from the past (classic causality) and factor from the future
(retrocausality). Subjective consciuos is composed of two aspects:
• Acts of will, intention and processes of choice that rise from free
will
• Perception of the signals deriving from the environment
• 1994: Penrose and Hameroff, in line with King, theorize that, inside
the brain,
• Alfieri: volli, sempre volli, fortissimamente volli.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
12. 12
Management decisions in uncertain conditions
• The ongoing is corroborated by past experience as well as from
purposes pursued, and therefore, by the expected future. Not a
certain future, but certainly an imagined one.
• Government action wants to make possible within a certain
temporal arch what at the moment is impossible or however not
implemented. So, it moves practice of the real and search of the
possible, the latter understood as tension «to create worlds», to
outline new opportunities and original conditions, in respect of a
delicate equilibrium between good sense, which sets to collect
results concretely achievable, and the inspiration to broaden the
horizon of the possible…. The capacity to dream, the capacity that
is to build prospective representations even very distant from the
reality of a certain moment, sets itself, in fact, as the principal
sustainment to enterpreneurialship. (Golinelli, 2000-2011)
S. Barile, P. Di Nauta, M. Saviano, F. Polese
13. 13
The government action
• Management emphasis is not expressed in the
strategy implementation phase, as sustained in
many manuals, but it finds its peak of
commitment in the individuation of the purpose
upstream.
• The government of organization should not be
considered an applied science, but rather a
procedure with a strong artistic prerogative, that
is, and activity unpredictable and not easily
intelligible from the outside in its outcomes.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
14. 14
The government action
• This does not mean that the managerial action
has to be non scientific, but at least we should
distinguish two activities:
• Detection of purpose (of the dream)
• Program implementation
• Management literature is rich in the second one.
Any manual of project management pretty well
summarizes technical methods and tools.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
15. 15
The contribution of (vSa)
• Government substanties in the adoption of
decisions and actions made to allow for the
system to pursue its purpose.
• Government action results to be moved by two
fundamental drivers:
• Competitiveness
• Consonance
S. Barile, P. Di Nauta, M. Saviano, F. Polese
16. 16
Competitiveness and Consonance
Compe66veness
Consonance
“a#tude
of
the
firm
in
concerns
the
‘staying
on
the
market’
by
implementa8on/
searching
dis8nc8ve
preserva8on
of
condi8ons
of
elements
compared
to
harmony,
agreement,
compe8tors
and
progressing
endorsement,
dialogue,
with
over
8me”;
it
finds
the
context
of
reference;
it
expressions
in
different
expresses
the
need
to
match
aspects
(costs,
prices,
sales,
values,
culture
and
needs
of
delivery
8mes,
quality
…)
the
en88es
that
live
in
the
specific
context.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
17. 17
Relevance
• It is a component established by the decision
maker who places a suitable attention priority in
virtue of the goal to reach and of the
organizational hypothesis that he/she wishes to
implement.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
18. 18
Resonance
The
essen8al
capability
of
the
governing
body
is
to
create
the
condi8ons
the
two
different
forces
can
interact
“virtuously”,
thus
developing
what
we
call
“resonance”,
which
is
necessary
and
sufficient
to
create
and
implement
a
successful
strategy.
So,
it
becomes
of
par8cular
importance,
from
a
managerial
perspec8ve,
the
ability
to
sense/read
the
effec8ve
and
future
trends
and
dynamics
(that
involve
both
supra-‐systems
and
for
sub-‐systems),
but
also
the
ability
to
assess
their
current
and
prospec8ve
consonance,
which
is
essen8al
for
the
emergence
of
"resonant"
processes.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
19. 19
To be in phase
The movie shows that there
is a law in nature (it is not
important for our purposes
to understand more now
about how this law acts) that
allows the emergence of
order from disorder.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
20. 20
S. Barile, P. Di Nauta, M. Saviano, F. Polese
21. A general description of the law of phase relationship:
21
from chaos to order
• There are some conditions (more precisely, the conditioning factors)
that allow chaotic structures, characterized by increasing entropy
(Fig. 1), to bring out configurations with order [syntropy] (Fig. 2).
• We call these conditions (these factors) factors of resonance, and
define the emerging configuration as phase relationship.
22. 22
Distinction between concepts
• It is often argued that the term Syntropy is
equivalent to Neg-Entropy. Next slide shows how
Neg-Entropy, on the basis of a time dimension, is
intended as an inverse function of the Entropy.
Syntropy, differently, is to be understood as
complementary Entropy at different times.
• Essentially, Neg-Entropy tends to restore the
lost order, Syntropy tends to find a new order.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
23. 23
Neg-Entropy vs Entropy
S. Barile, P. Di Nauta, M. Saviano, F. Polese
24. 24
About the factors of Resonance
• The factors of Resonance are generally presented
as a sound, basically a wavelenght, a vibration
showed in the video.
• A vibration which induces, in a homogeneous set of
particles (consonant particles), a dynamic that
change from a chaotic state of indifference to a
condition of organized participation.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
25. 25
About the phase relationship
• The phase relationship is a state of “impaired life”
in which individual components, with an area of
broad existential possibilities, choose to “live” a
specific condition, a subset of their potential life,
that enhances the harmony with all that “feel” of
belonging.
• When you are in a phase relationship with others,
you vibrate all together.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
26. 26
Examples of phase relationship (1)
• The phase relationship does not exist just for
components such as fragments of iron in our
movie.
• There are also significant phase relationships for
humans:
Have you ever wondered why, for example, in
1930, in Panisperna Street in Rome, people like
Fermi, Majorana, Amaldi, Corbino, Segre, and
many others were all together there?
S. Barile, P. Di Nauta, M. Saviano, F. Polese
27. 27
Examples of phase relationship (2)
• Why in a certain historical moment (1790) so many people
joined the French Revolution?
• Why the Neapolitans, in the last elections, have chosen, so
unexpected, De Magistris as the Mayor of Naples?
Simply because also we humans are significantly affected
by the general law of attraction towards what might be
called a phase relationship!
S. Barile, P. Di Nauta, M. Saviano, F. Polese
28. 28
Resonance factor for humans
• The resonance factor for humans, triggering the
vibration, is usually of emotional kind.
• In support of this statement there is a wide
literature in several disciplines, from psychology to
neuroscience, but I think that it is sufficient to
remember expressions like “love vibrating” or “hate
vibrating” to recognize that emotions are those that
cause us to vibrate.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
29. 29
Complexity and phase relationship
• Complexity, in the Viable Systems Approach
(vSa), is interpreted as the inability to find
solutions to an emerging problem, using
schemes (methods, techniques and tools)
previously intended as valid.
• These complexity conditions do not manifest an
absolute, objective difficulty, but a specific state
of difficulty, that subjectively refers to the
decision maker in the specific decision making
context.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
30. 30
Elements of complexity in (vSa)
• When the decision maker faces a never
experienced problem, this is not in its
information variety (categories and schemas
owned), he/her considers the problem complex.
• The solution of such complex problems requires
that the decision maker is able to find new
interpretation schemes (in this way he/she is
in... a new phase relationship).
S. Barile, P. Di Nauta, M. Saviano, F. Polese
31. 31
Searching for a new phase relationship
• In moments of complexity, the search for a new
solution (a new phase relationship) through
abductive processes, it implies the reject of
rational approaches to recover emotional ones.
• All processes that emphasize the relevance of
emotional rather than rational aspects are
considered, in complex environments,
appropriate to the search for new patterns of
solution, i.e. new phase relationships.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
32. 32
Considerations
• The Italian company-oriented doctrine has been
committed in the elaboration of a paradigm that can
include those aspect, maybe neglected for too long
cause of layouts deriving from the Anglo-Saxon
world.
• If the present work outlines “the dream” of a new
management approach capable of considering
overly neglected factors, then it is simply necessary
to find the conditions of consonance in the context
of scholars, and the future can come true.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
33. 33
References
AA.VV. (2011), Contributions to theoretical and practical advances in management. A Viable Systems Approach (VSA), ASVSA Associazione per la ricerca sui Sistemi Vitali, International Printing,
Avellino.
BARILE, S. (2000), Contributi sul pensiero sistemico in economia d’impresa, Arnia.
BARILE, S. (2009), Management sistemico vitale, Giappichelli, Torino,.
BARILE, S. (2011), “A viable system conceived as a universal decision maker”, in AA.VV., Contributions to theoretical and practical advances in management. A Viable Systems Approach (VSA),
International Printing Editore, Avellino.
BARILE, S. , POLESE, F. (2010), “Linking Viable Systems Approach and Many-to-Many Network Approach to Service-Dominant Logic and Service Science”, in International Journal of Quality and
Service Science, vol.2, n.1.
BARILE, S., POLESE, F., (2011) “The Viable Systems Approach and its potential contribution to marlketing theory”, in AA.VV., Contributions to theoretical and practical advances in management. A
Viable Systems Approach (VSA), International Printing Editore, Avellino.
BARILE, S., SAVIANO, M. (2011), “Foundations of systems thinking: the structure-system paradigm”, in AA.VV., Contributions to theoretical and practical advances in management. A Viable Systems
Approach (VSA), International Printing Editore, Avellino.
BARILE, S., SAVIANO, M., (2010) “A New Perspective of Systems Complexity in Service Science”, in coll. with BARILE S., in Impresa, Ambiente, Management, vol.3, n.3.
BEER, S. (1972), Brain of the Firm, The Penguin Press, London.
DI CORPO, U., VANNINI A., (2011), Supercausality and complexity. Changing the rules in the study of causality. (Syntropy) [Kindle Edition], Amazon Digital Service.
GOLINELLI, G.M. (2005, 20001), L’approccio sistemico al governo dell’impresa. L’impresa sistema vitale, Vol. I, Cedam, Padova.
GOLINELLI, G.M., (2010) Viable Systems Approach. Governing Business dynamics, Cedam, Kluwer, 2010.
GOLINELLI, G.M. (2011), L’Approccio Sistemico Vitale (ASV) al governo dell’impresa. Verso la scientificazione dell’azione di governo, Cedam, Padova.
NG, I., BADINELLI, R., POLESE, F., DI NAUTA, P., LÖBLER, H. AND HALLIDAY, S. (2012), "S-D Logic Research Directions and Opportunities: The Perspective of Systems, Complexity and
Engineering", Journal of Marketing Theory and Practice, forthcoming.
RULLANI, E., (1989), "La teoria dell’impresa", in Rispoli M (ed.), 1989, L’impresa industriale. Economia, tecnologia, management, Il Mulino, Bologna.
SAVIANO, M., Di NAUTA, P., (2011) “Project Management as a compass in complex decison making . A Viable Sstems Approach, in Proceedings 1st International Workshop on Project and
Knowledge Management Trends-PKMT2011, Co-located with the 12th International Conference on Product Focused Software Development and Process Improvement, PROFES 2011, Torre
Canne (Br), 21 June 2011.
VON BERTALANFFY, L. (1950), “The theory of open systems in physics and biology”, Science, vol. III.
S. Barile, P. Di Nauta, M. Saviano, F. Polese
34. 34
About ASVSA
ASVSA, Associazione per la ricerca sui Sistemi Vitali
Association for research on Viable Systems
Join us!
www.asvsa.com
info@asvsa.com
S. Barile, P. Di Nauta, M. Saviano, F. Polese
35. Forum for Business Education Research and Development
2011, September 26-27
THANKS FOR YOUR ATTENTION
Sergio Barile
Sapienza University, Rome
Primiano Di Nauta Marialuisa Saviano Francesco Polese
Foggia University Salerno University Cassino University