This document discusses polarity theory and its application to leadership challenges. It provides an overview of polarity theory, developed by Barry Johnson, which views challenges not as problems to solve but as interdependent polarities to leverage. The document outlines the 5 steps of the polarity mapping process - seeing, mapping, assessing, learning, and leveraging - and provides an example of how one woman leveraged the activity-rest polarity during her recovery from paralysis. It argues that seeing challenges as polarities rather than problems allows one to better attain benefits and minimize limitations. Mapping, assessing, and leveraging polarities can help individuals and organizations improve performance and well-being.
Sectioncareer wiseget on and get ahead A weekly guide to deve.docxbagotjesusa
Section:
career wise
get on and get ahead A weekly guide to developing essential skills and where to find key resources
What is it?
A SWOT analysis is one of several business planning tools that an organisation can use to examine its state of health and investigate business opportunities by itemising its strengths, weaknesses, opportunities and threats (SWOT). It can also be used on a personal basis in a variety of career applications.
Why is it important?
Whether you're mulling over a major career change or have your sights set on becoming an HR director in a top five legal firm, carrying out a SWOT analysis will give an in-depth focus on areas that need attention as well as provide a footing for a personal development or career action plan.
If you're in the position of having several job offers it could also help determine which organisation offers the most prospects and fits with your way of working. In a wider departmental context, a SWOT analysis could be used to help improve performance, or evaluate the potential outcome of a new initiative.
Even if you think that your career is progressing as intended, carrying out the exercise could prevent you from resting on your laurels.
Where do I start?
Every aspect of a SWOT analysis needs to be approached methodically. Think about your reasons for carrying out the analysis and what you hope to achieve. Then with headings for each category drawn up in a table divided into factors that you can control (strengths, weaknesses) and those you can't (opportunities, threats), set to work on your list. The following are just a few of a wide range of considerations you'll need to take into account when conducting a personal SWOT exercise.
Strengths
Determining your skills, experience and capabilities is probably the most straightforward part of this exercise. List tasks you are good at and enjoy doing as this will form the basis from which to build competitive advantage. What skills do you have that employers want? Work experience, qualifications and training, and transferable skills will figure largely here. Personal development programmes (PDPs) and performance reviews can be effective in tracing new skills that you've obtained. Consider your working relationships — good relationships with your manager or colleagues are a plus.
Remember that what may be seen as a strength in one organisation could be a weakness in another. Aspects of your private life such as solid, stable family situation, ability to relocate, financial security and good health will also come into play.
Weaknesses
Because of their career-limiting potential, you need to be brutally honest and entirely objective in any assessment of your downsides. A sketchy and intermittent career path, for instance, will require plausible and convincing explanations, while financial insecurity could place a huge emphasis on the need to increase your salary. Also, try to do this part of the exercise from the perspective of how others see you — ideally .
Responses1-LA1 The human race is structured in a way that diff.docxronak56
Responses
1-LA1 The human race is structured in a way that different individual have different opinions. Similarly, people might have some similar moral ethics while others differ. The Virtue ethical theory is universal in that attributes are universally recognized as good or bad (The Universal Moral Code). Kant’s and the Utilitarian theories are relative. First, Kant’s theory dwells on the fulfillment of a responsibility. Some responsibilities are accepted in some communities while others do not. Similarly, utilitarianism looks at the consequences of the actions, which differ according to the community.
Ethical relativism and universalism differ in more than one way. However, with the correct attitude towards a particular action, one will be able to distinguish whether it is beneficial or not. Activities that evoke difference in opinions should be minimized at all times. In addition, making sure that the actions are clear so that an individual is able to distinguish between right and wrong is also important. Furthermore, appreciating the different cultures help individuals to adapt to any change brought forward.
Reference
The Universal Moral Code. Retrieved from http://www.universalmoralcode.com/
1-LA2 This is a technological era that we expect more technological discoveries to continue coming in. One of such discoveries is the self-driving car, which makes the effort being put in by human beings almost negligible. Concerns about the vehicle come in when a decision has to be made in the case of an unexpected accident (Why Self-Driving Cars Must Be Programmed to Kill, 2015). Some people will choose to go over the ten people on crossing the road, while others will choose to have the individual by the sidewalk be a sacrifice.
It is very rare for an individual who bought the car to make himself or herself a sacrifice. This means that in the case of an accident, they are bound to run over other people. The self-driving car evokes different views by different people. However, one thing is clear, one has to either kill others or risk dying. In my opinion, I would rather stay die than see ten other people die.
Reference
Why Self-Driving Cars Must Be Programmed to Kill. (2015, October 22). Retrieved from https://www.technologyreview.com/s/542626/why-self-driving-cars-must-be-programmed-to-kill/
2-LA1 From a teleological Virtue Ethic approach, supporters of this theory would conclude that morality is universal. According to Keith (2003), the universal moral code is separated into two sets of statements that involve “do no harm” and “do good.” This concept is based on people acting virtuously. An opposing view may argue the concept of relativism stating a moral code is relative to an individual’s or groups geographical location (Basilthegiant, n.d.). Using an example from Keith’s universal code such as do not murder is something that disproves the opposing view. Some may argue that there are times when murder can be justified such as war or se ...
leadership resourceTen steps to carrying out a SWOT analysisChris Pear (1).docxestefana2345678
leadership resource
Ten steps to carrying out a SWOT analysis Chris Pearce offers a guide to help nursing leaders analyse their aotivities
A SWOT ANALYSIS is an effecrive way of identifying your strengths
and weaknesses, and of examining the opportunities and threats you
face. Carrying out an analysis using the SWOT framework will help
you and your team focus your activities on where you are strongest,
and where your greatest opportunities lie,
7 C0NSIDERTHE USES OF SWOT
This technique can be used in various situations includ-
ing business planning, team building and away days, as
well as when you review the work of your team, during change man-
agement processes and even in your personal career planning.
2 PREPARETHE GROUND
Draw a box on a flip chart or whiteboard, or even a
piece of paper, and divide it into four equal sections.
Each section should be labelled as follows: Strengths, Weaknesses,
Opportunities and Threats,
3 CONSIDER YOUR STRENGTHS
On your own, or with your group or team, decide what
your strengths are, what you do well and what other
people see as your strengths. Consider this from both your own point
of view and from the perspectives of the people with whom you work,
lie realistic, not modest. If you have difficulty with this, try listing your
characteristics. Some of these will probably be strengths.
4 CONSIDER YOUR WEAKNESSES
Ask yourself questions about, for example, what you
could improve about yourself, what you do badly or
what you should avoid. Consider these questions from different
points of view, as other people may perceive weaknesses in you that
you do not see. It is best to be realistic now, and to face unpleasant
truths about yourself as soon as possible.
5 CONSIDER YOUR OPPORTUNITIES
What opportunities are before you? Of what interest-
ing trends are you aware? Useful opportunities can arise
from changes in technology, government policy and social pattems,
or from within your organisation.
6 CONSIDERTHE THREATS
What obstacles confront you? Are the specifications of
your job, or the service you provide, changing? Is chang-
ing technology threatening your position?
7 USE INFORMATION: INTERNAL FACTORS
Strengths and weaknesses are intemal faaors. Once you
have gathered information on your strengths and weak-
nesses, and the opportunities and threats tbat you face, ask yourself
first how you can capitalise on your strengths and make greater use of
them in work situations. Strengths are the basis on whicb success can
be built, so include your strengths into your plans. But also analyse
your weaknesses and consider how you can remedy them. Draw up
an action plan based on this information,
8 USE INFORMATION; EXTERNAL FACTORS
Opportunities and threats are extemal factors. Opportun-
ities should be sought, recognised and grasped as they
arise, while threats must be acknowledged and steps must be taken
to deal with them.
9 USE SWOT IN CAREER PLANNING
You can construct your own SWOT analysis to help you
with your career .
From this article Kahneman, D., Lovallo, D., & Sibony, O. (2011.docxbudbarber38650
From this article:
Kahneman, D., Lovallo, D., & Sibony, O. (2011a). Before you make that big decision. Harvard Business Review, 89(6).
This is the article in reference:
Dangerous biases can creep into every strategic choice. Here's how to find them--before they lead you astray
THANKS TO a slew of popular new books, many executives today realize how biases can distort reasoning in business. Confirmation bias, for instance, leads people to ignore evidence that contradicts their preconceived notions. Anchoring causes them to weigh one piece of information too heavily in making decisions; loss aversion makes them too cautious. In our experience, however, awareness of the effects of biases has done little to improve the quality of business decisions at either the individual or the organizational level.
Though there may now be far more talk of biases among managers, talk alone will not eliminate them. But it is possible to take steps to counteract them. A recent McKinsey study of more than 1,000 major business investments showed that when organizations worked at reducing the effect of bias in their decision-making processes, they achieved returns up to seven percentage points higher. (For more on this study, see "The Case for Behavioral Strategy," McKinsey Quarterly, March 2010.) Reducing bias makes a difference. In this article, we will describe a straightforward way to detect bias and minimize its effects in the most common kind of decision that executives make: reviewing a recommendation from someone else and determining whether to accept it, reject it, or pass it on to the next level.
For most executives, these reviews seem simple enough. First, they need to quickly grasp the relevant facts (getting them from people who know more about the details than they do). Second, they need to figure out if the people making the recommendation are intentionally clouding the facts in some way. And finally, they need to apply their own experience, knowledge, and reasoning to decide whether the recommendation is right.
However, this process is fraught at every stage with the potential for distortions in judgment that result from cognitive biases. Executives can't do much about their own biases, as we shall see. But given the proper tools, they can recognize and neutralize those of their teams. Over time, by using these tools, they will build decision processes that reduce the effect of biases in their organizations. And in doing so, they'll help upgrade the quality of decisions their organizations make.
The Challenge of Avoiding Bias
Let's delve first into the question of why people are incapable of recognizing their own biases.
According to cognitive scientists, there are two modes of thinking, intuitive and reflective. (In recent decades a lot of psychological research has focused on distinctions between them. Richard Thaler and Cass Sunstein popularized it in their book, Nudge.) In intuitive, or System One, thinking, impressions, associations, feeling.
The beer game - a production distribution simulationTristan Wiggill
A presentation by Michael D. Ford CFPIM, CSCP, CQA, CRE, CQE, Principal, TQM Works Consulting, USA delivered during the 38th annual SAPICS event for supply chain professionals in Sun City, South Africa.
The Beer Game was developed by Jay Forrester at MIT’s Sloan business school in the early 1960s. It is a simple yet realistic simulator of the supply chain and is used as a teaching tool for systems dynamics. It has been played all over the world by thousands of people ranging from high school students to chief executive officers and government officials. Each participant plays a role in the production and distribution of a product, in this case “beer”.
What Makes America Great Essay: What to Write About Pro Essay Help. United states essays: examples, topics, questions, thesis statement .... Are Immigrants Good for the Americans? - Free Essay Example PapersOwl.com. Essay Writing Assignment Why Writing an Essay Is So Hard?. Sample Essays For Us Colleges - Sample College Admission Essays. Step-By-Step Guide to Essay Writing - ESL Buzz. The Impact Of Immigration On The United States Essay Examples. Constitution Essay Final Draft - The Constitution During the drafting .... POS - Final Essay United States Constitution Democracy. Essay Samples and Examples in USA My Assignment Services. Write Esse: Us college essay examples. American Essay Writer - Essay Writing Service. Essay structure sample. How To Write A Discursive Essay: Structure .... 021 10067 Thumb College Education Essay Thatsnotus. u s history- mid-term essay Politics Of The United States United .... American flag essay 87,000 free term papers and essays. Let America Be America Again Essay Telegraph. - How to Write a Why Us? Essay - Part 2. AMERICA Sample essay, Essay, Writing. How to Write the quot;Why Usquot; Essay College essay examples, College essay .... Write Essay Free Online / How to Write a Remarkable Essay Infographic .... What us an essay. US Essay Write
Sectioncareer wiseget on and get ahead A weekly guide to deve.docxbagotjesusa
Section:
career wise
get on and get ahead A weekly guide to developing essential skills and where to find key resources
What is it?
A SWOT analysis is one of several business planning tools that an organisation can use to examine its state of health and investigate business opportunities by itemising its strengths, weaknesses, opportunities and threats (SWOT). It can also be used on a personal basis in a variety of career applications.
Why is it important?
Whether you're mulling over a major career change or have your sights set on becoming an HR director in a top five legal firm, carrying out a SWOT analysis will give an in-depth focus on areas that need attention as well as provide a footing for a personal development or career action plan.
If you're in the position of having several job offers it could also help determine which organisation offers the most prospects and fits with your way of working. In a wider departmental context, a SWOT analysis could be used to help improve performance, or evaluate the potential outcome of a new initiative.
Even if you think that your career is progressing as intended, carrying out the exercise could prevent you from resting on your laurels.
Where do I start?
Every aspect of a SWOT analysis needs to be approached methodically. Think about your reasons for carrying out the analysis and what you hope to achieve. Then with headings for each category drawn up in a table divided into factors that you can control (strengths, weaknesses) and those you can't (opportunities, threats), set to work on your list. The following are just a few of a wide range of considerations you'll need to take into account when conducting a personal SWOT exercise.
Strengths
Determining your skills, experience and capabilities is probably the most straightforward part of this exercise. List tasks you are good at and enjoy doing as this will form the basis from which to build competitive advantage. What skills do you have that employers want? Work experience, qualifications and training, and transferable skills will figure largely here. Personal development programmes (PDPs) and performance reviews can be effective in tracing new skills that you've obtained. Consider your working relationships — good relationships with your manager or colleagues are a plus.
Remember that what may be seen as a strength in one organisation could be a weakness in another. Aspects of your private life such as solid, stable family situation, ability to relocate, financial security and good health will also come into play.
Weaknesses
Because of their career-limiting potential, you need to be brutally honest and entirely objective in any assessment of your downsides. A sketchy and intermittent career path, for instance, will require plausible and convincing explanations, while financial insecurity could place a huge emphasis on the need to increase your salary. Also, try to do this part of the exercise from the perspective of how others see you — ideally .
Responses1-LA1 The human race is structured in a way that diff.docxronak56
Responses
1-LA1 The human race is structured in a way that different individual have different opinions. Similarly, people might have some similar moral ethics while others differ. The Virtue ethical theory is universal in that attributes are universally recognized as good or bad (The Universal Moral Code). Kant’s and the Utilitarian theories are relative. First, Kant’s theory dwells on the fulfillment of a responsibility. Some responsibilities are accepted in some communities while others do not. Similarly, utilitarianism looks at the consequences of the actions, which differ according to the community.
Ethical relativism and universalism differ in more than one way. However, with the correct attitude towards a particular action, one will be able to distinguish whether it is beneficial or not. Activities that evoke difference in opinions should be minimized at all times. In addition, making sure that the actions are clear so that an individual is able to distinguish between right and wrong is also important. Furthermore, appreciating the different cultures help individuals to adapt to any change brought forward.
Reference
The Universal Moral Code. Retrieved from http://www.universalmoralcode.com/
1-LA2 This is a technological era that we expect more technological discoveries to continue coming in. One of such discoveries is the self-driving car, which makes the effort being put in by human beings almost negligible. Concerns about the vehicle come in when a decision has to be made in the case of an unexpected accident (Why Self-Driving Cars Must Be Programmed to Kill, 2015). Some people will choose to go over the ten people on crossing the road, while others will choose to have the individual by the sidewalk be a sacrifice.
It is very rare for an individual who bought the car to make himself or herself a sacrifice. This means that in the case of an accident, they are bound to run over other people. The self-driving car evokes different views by different people. However, one thing is clear, one has to either kill others or risk dying. In my opinion, I would rather stay die than see ten other people die.
Reference
Why Self-Driving Cars Must Be Programmed to Kill. (2015, October 22). Retrieved from https://www.technologyreview.com/s/542626/why-self-driving-cars-must-be-programmed-to-kill/
2-LA1 From a teleological Virtue Ethic approach, supporters of this theory would conclude that morality is universal. According to Keith (2003), the universal moral code is separated into two sets of statements that involve “do no harm” and “do good.” This concept is based on people acting virtuously. An opposing view may argue the concept of relativism stating a moral code is relative to an individual’s or groups geographical location (Basilthegiant, n.d.). Using an example from Keith’s universal code such as do not murder is something that disproves the opposing view. Some may argue that there are times when murder can be justified such as war or se ...
leadership resourceTen steps to carrying out a SWOT analysisChris Pear (1).docxestefana2345678
leadership resource
Ten steps to carrying out a SWOT analysis Chris Pearce offers a guide to help nursing leaders analyse their aotivities
A SWOT ANALYSIS is an effecrive way of identifying your strengths
and weaknesses, and of examining the opportunities and threats you
face. Carrying out an analysis using the SWOT framework will help
you and your team focus your activities on where you are strongest,
and where your greatest opportunities lie,
7 C0NSIDERTHE USES OF SWOT
This technique can be used in various situations includ-
ing business planning, team building and away days, as
well as when you review the work of your team, during change man-
agement processes and even in your personal career planning.
2 PREPARETHE GROUND
Draw a box on a flip chart or whiteboard, or even a
piece of paper, and divide it into four equal sections.
Each section should be labelled as follows: Strengths, Weaknesses,
Opportunities and Threats,
3 CONSIDER YOUR STRENGTHS
On your own, or with your group or team, decide what
your strengths are, what you do well and what other
people see as your strengths. Consider this from both your own point
of view and from the perspectives of the people with whom you work,
lie realistic, not modest. If you have difficulty with this, try listing your
characteristics. Some of these will probably be strengths.
4 CONSIDER YOUR WEAKNESSES
Ask yourself questions about, for example, what you
could improve about yourself, what you do badly or
what you should avoid. Consider these questions from different
points of view, as other people may perceive weaknesses in you that
you do not see. It is best to be realistic now, and to face unpleasant
truths about yourself as soon as possible.
5 CONSIDER YOUR OPPORTUNITIES
What opportunities are before you? Of what interest-
ing trends are you aware? Useful opportunities can arise
from changes in technology, government policy and social pattems,
or from within your organisation.
6 CONSIDERTHE THREATS
What obstacles confront you? Are the specifications of
your job, or the service you provide, changing? Is chang-
ing technology threatening your position?
7 USE INFORMATION: INTERNAL FACTORS
Strengths and weaknesses are intemal faaors. Once you
have gathered information on your strengths and weak-
nesses, and the opportunities and threats tbat you face, ask yourself
first how you can capitalise on your strengths and make greater use of
them in work situations. Strengths are the basis on whicb success can
be built, so include your strengths into your plans. But also analyse
your weaknesses and consider how you can remedy them. Draw up
an action plan based on this information,
8 USE INFORMATION; EXTERNAL FACTORS
Opportunities and threats are extemal factors. Opportun-
ities should be sought, recognised and grasped as they
arise, while threats must be acknowledged and steps must be taken
to deal with them.
9 USE SWOT IN CAREER PLANNING
You can construct your own SWOT analysis to help you
with your career .
From this article Kahneman, D., Lovallo, D., & Sibony, O. (2011.docxbudbarber38650
From this article:
Kahneman, D., Lovallo, D., & Sibony, O. (2011a). Before you make that big decision. Harvard Business Review, 89(6).
This is the article in reference:
Dangerous biases can creep into every strategic choice. Here's how to find them--before they lead you astray
THANKS TO a slew of popular new books, many executives today realize how biases can distort reasoning in business. Confirmation bias, for instance, leads people to ignore evidence that contradicts their preconceived notions. Anchoring causes them to weigh one piece of information too heavily in making decisions; loss aversion makes them too cautious. In our experience, however, awareness of the effects of biases has done little to improve the quality of business decisions at either the individual or the organizational level.
Though there may now be far more talk of biases among managers, talk alone will not eliminate them. But it is possible to take steps to counteract them. A recent McKinsey study of more than 1,000 major business investments showed that when organizations worked at reducing the effect of bias in their decision-making processes, they achieved returns up to seven percentage points higher. (For more on this study, see "The Case for Behavioral Strategy," McKinsey Quarterly, March 2010.) Reducing bias makes a difference. In this article, we will describe a straightforward way to detect bias and minimize its effects in the most common kind of decision that executives make: reviewing a recommendation from someone else and determining whether to accept it, reject it, or pass it on to the next level.
For most executives, these reviews seem simple enough. First, they need to quickly grasp the relevant facts (getting them from people who know more about the details than they do). Second, they need to figure out if the people making the recommendation are intentionally clouding the facts in some way. And finally, they need to apply their own experience, knowledge, and reasoning to decide whether the recommendation is right.
However, this process is fraught at every stage with the potential for distortions in judgment that result from cognitive biases. Executives can't do much about their own biases, as we shall see. But given the proper tools, they can recognize and neutralize those of their teams. Over time, by using these tools, they will build decision processes that reduce the effect of biases in their organizations. And in doing so, they'll help upgrade the quality of decisions their organizations make.
The Challenge of Avoiding Bias
Let's delve first into the question of why people are incapable of recognizing their own biases.
According to cognitive scientists, there are two modes of thinking, intuitive and reflective. (In recent decades a lot of psychological research has focused on distinctions between them. Richard Thaler and Cass Sunstein popularized it in their book, Nudge.) In intuitive, or System One, thinking, impressions, associations, feeling.
The beer game - a production distribution simulationTristan Wiggill
A presentation by Michael D. Ford CFPIM, CSCP, CQA, CRE, CQE, Principal, TQM Works Consulting, USA delivered during the 38th annual SAPICS event for supply chain professionals in Sun City, South Africa.
The Beer Game was developed by Jay Forrester at MIT’s Sloan business school in the early 1960s. It is a simple yet realistic simulator of the supply chain and is used as a teaching tool for systems dynamics. It has been played all over the world by thousands of people ranging from high school students to chief executive officers and government officials. Each participant plays a role in the production and distribution of a product, in this case “beer”.
What Makes America Great Essay: What to Write About Pro Essay Help. United states essays: examples, topics, questions, thesis statement .... Are Immigrants Good for the Americans? - Free Essay Example PapersOwl.com. Essay Writing Assignment Why Writing an Essay Is So Hard?. Sample Essays For Us Colleges - Sample College Admission Essays. Step-By-Step Guide to Essay Writing - ESL Buzz. The Impact Of Immigration On The United States Essay Examples. Constitution Essay Final Draft - The Constitution During the drafting .... POS - Final Essay United States Constitution Democracy. Essay Samples and Examples in USA My Assignment Services. Write Esse: Us college essay examples. American Essay Writer - Essay Writing Service. Essay structure sample. How To Write A Discursive Essay: Structure .... 021 10067 Thumb College Education Essay Thatsnotus. u s history- mid-term essay Politics Of The United States United .... American flag essay 87,000 free term papers and essays. Let America Be America Again Essay Telegraph. - How to Write a Why Us? Essay - Part 2. AMERICA Sample essay, Essay, Writing. How to Write the quot;Why Usquot; Essay College essay examples, College essay .... Write Essay Free Online / How to Write a Remarkable Essay Infographic .... What us an essay. US Essay Write
Knowledge Collaboration: Working with Data and Web SpecialistsOlivier Serrat
Organizing helps achieve—and even amplify—common purpose but often succumbs in time to organizational silos, teaming for the sake of teaming, and the obstacle course of organizational learning. In libraries as elsewhere, the three Ss of Strategy—Structure—Systems must give way to the three Ps of Purpose—Process—People. Thence, with entrepreneurship and knowledge behaviors, data and web specialists can synergize in mutually supportive relationships of shared destiny.
“We had a well-defined strategy except it completely lost its essence during the execution phase”. Most senior managers have at least uttered this phrase more than once in their careers and just as many solutions have been offered by consultants on how to rectify the execution and/or value generation chasm. The recommendations often include better alignment between strategy and execution teams, strategies that are practical and realistic and so on
Rough Draft Of An Essay. 009 Essay Example Rough Draft ThatsnotusJohanna Solis
Unforgettable Rough Draft Essay Thatsnotus. Rough Draft Example For Kids - Research Paper Rough Draft Examples .... Write My Paper - how to write a rough draft for an essay examples .... 017 Essay Example Rough Draft For English Maxresde Persuasive Outline .... 016 Essay Example Rough Draft Thatsnotus. How to write rough draft for an essay. How to Write a Rough Draft: 14 .... How to write a rough draft research paper. What Does A Rough Draft Essay Look Like Sitedoct.org. How To Write A Rough Draft Essay Telegraph. Rough draft essay examples - articleeducation.x.fc2.com. How to Write a Rough Draft: 14 Steps with Pictures - wikiHow. Unique Rough Draft Essay Example Thatsnotus. 009 Essay Example Rough Draft Thatsnotus. Writing Mini Lesson 22- Writing a Rough Draft for a Narrative Essay .... Rough Draft Examples / College Essay Rough Draft Example - Essay .... Rough Draft Examples - Writing Mini Lesson 22 Writing A Rough Draft For .... Rough Draft Examples / Writing Mini Lesson 22 Writing A Rough Draft For .... How to write a rough draft for an essay. The Argumentative Essay .... Examples Of A Rough Draft Essay. 010 Essay Rough Draft Example For English Maxresde Persuasive Outline .... Rough draft essay - baseballmoli. Business paper: Writing a rough draft for an essay. Rough Draft Examples : Essay Rough Draft Template - Essay Writing Top. Rough draft format - westdel. rough draft essay Happiness amp; Self-Help Action Philosophy Free .... Rough draft essay examples - needwriters.x.fc2.com. Rough Draft Example For Research Paper : Problem section of rough draft ... Rough Draft Of An Essay Rough Draft Of An Essay. 009 Essay Example Rough Draft Thatsnotus
cdf for interarrivals&Helvetica,Regular&12&K000000&Pcum.docxtidwellveronique
cdf for interarrivals
&"Helvetica,Regular"&12&K000000 &P
cumulative distribution function for interarrival times
cumulative pct
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enter data hereThis sheet takes your observed data and creates a cumulative distribution function. Enter your data in the beige section and the chart appears on a separate tab.enter data here, for 1:20 enter 0:1:20protectedprotectednumber of observations1arrival time of arrival in seconds (format hh:mm:ss)time between arrivals in daystime between arrivals in secondssmall to largetime between arrivals (secs)cumulative pct00:00:00122100.0%10:00:02
Vicente Vargas: Vicente Vargas:
Enter your data starting here. Your cumulive distribution will be created based on your data. The chart appears as a separate tab.
YOU MUST ENTER YOUR DATA IN THE FORMAT hours:minutes:seconds 2"2"2.02100.0%2100.0%0.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.00 ...
In this discussion, the competition and cooperation of culture, policy and knowledge are mapped to describe why proposed changes face acceptance or rejection, whether you notice it or not.
We accept that everyone has Bias, and the study of that is exhaustive if not complete. But we continue to ask Why we have bias; the answer is that we need it.
DBA 7420, Organizational Behavior and Comparative Mana.docxShiraPrater50
DBA 7420, Organizational Behavior and Comparative Management 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Examine challenges and opportunities in applying organizational behavior concepts.
3.1 Apply behavioral concepts to organizational challenges and opportunities.
Course/Unit
Learning Outcomes
Learning Activity
3.1
Unit Lesson
Chapter 1, pp. 17–25
Article: “Introduction to the Brave New Workplace: Organizational Behavior in
the Electronic Age.”
Unit III Essay
Reading Assignment
Chapter 1: What Is Organizational Behavior?, pp. 17–25
In order to access the following resource, click the link below.
Gephart, R. P. (2002). Introduction to the brave new workplace: Organizational behavior in the electronic age.
Journal of Organizational Behavior, 23(4), 327–344. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=7181571&site=eds-live&scope=site
Unit Lesson
Introduction
The world as we know it now is much different than it was 100 or even 50 years ago. Without change, the
world, businesses, and life would become stagnant. Stagnancy is not where you want to be. The problem
herein is that one cannot expect to get different results, such as improved productivity, efficiency, or
profitability, if we continue doing the same things we have always done. Businesses especially want to better
their best. They want to get more with less. They want greater profits. As the wants continue to grow, the
world continues to evolve. If you do not change, surrounding businesses will continue to change and evolve,
and you and your organization could be left behind. In this unit, we will explore a few of the many challenges
faced by any business. While some of those challenges may pertain to economic pressures, demographics,
diversity, networked organizations, and ethical behaviors, there are even more. This unit will focus on the
economy, globalization, technological advancements, and social media. However, any of those challenges
mentioned leads to additional opportunities to be explored. Each situation presents an opportunity. It is what
you choose to do when faced with those challenges and opportunities that can make all of the difference.
A Gamut of Challenges
Let us look at the economy and its impact on an organization. To begin, you need to think of a business as a
dynamic entity that changes and reacts to its environment. In this sense, all organizations change and adapt
to what the economy is or is not doing, and, because of this, organizational behaviors change.
Some examples of these changes in behaviors are when the economy is bad and a company suspends pay
raises or bonuses. When an organization’s profits tank or are much lower than predicted, the company can
UNIT III STUDY GUIDE
Challenges and Opportunities in
Applying Organizational Behavior
...
The Purpose of Exploratory Research
Exploratory Report
An Exploratory Research..
Exploratory Essay Assignment
Exploratory Essay
Exploratory Report Example
Exploratory Analysis Essay
Exploratory Essay
Exploratory Research Approach
Exploratory Questions
Exploratory Data Analysis
Exploratory Essay On Social Media
Exploratory Self Study Limitations
Examples Of Exploratory Essay
Exploratory Reflective Analysis
Exploratory Essay On Abortion
Self Exploration
Exploratory Correlative Study
Exploratory Essay Outline
Exploratory Talk Essay
Discussion Board 1 – Read and RespondIntroduction .docxedgar6wallace88877
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 .docxduketjoy27252
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.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Knowledge Collaboration: Working with Data and Web SpecialistsOlivier Serrat
Organizing helps achieve—and even amplify—common purpose but often succumbs in time to organizational silos, teaming for the sake of teaming, and the obstacle course of organizational learning. In libraries as elsewhere, the three Ss of Strategy—Structure—Systems must give way to the three Ps of Purpose—Process—People. Thence, with entrepreneurship and knowledge behaviors, data and web specialists can synergize in mutually supportive relationships of shared destiny.
“We had a well-defined strategy except it completely lost its essence during the execution phase”. Most senior managers have at least uttered this phrase more than once in their careers and just as many solutions have been offered by consultants on how to rectify the execution and/or value generation chasm. The recommendations often include better alignment between strategy and execution teams, strategies that are practical and realistic and so on
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Unforgettable Rough Draft Essay Thatsnotus. Rough Draft Example For Kids - Research Paper Rough Draft Examples .... Write My Paper - how to write a rough draft for an essay examples .... 017 Essay Example Rough Draft For English Maxresde Persuasive Outline .... 016 Essay Example Rough Draft Thatsnotus. How to write rough draft for an essay. How to Write a Rough Draft: 14 .... How to write a rough draft research paper. What Does A Rough Draft Essay Look Like Sitedoct.org. How To Write A Rough Draft Essay Telegraph. Rough draft essay examples - articleeducation.x.fc2.com. How to Write a Rough Draft: 14 Steps with Pictures - wikiHow. Unique Rough Draft Essay Example Thatsnotus. 009 Essay Example Rough Draft Thatsnotus. Writing Mini Lesson 22- Writing a Rough Draft for a Narrative Essay .... Rough Draft Examples / College Essay Rough Draft Example - Essay .... Rough Draft Examples - Writing Mini Lesson 22 Writing A Rough Draft For .... Rough Draft Examples / Writing Mini Lesson 22 Writing A Rough Draft For .... How to write a rough draft for an essay. The Argumentative Essay .... Examples Of A Rough Draft Essay. 010 Essay Rough Draft Example For English Maxresde Persuasive Outline .... Rough draft essay - baseballmoli. Business paper: Writing a rough draft for an essay. Rough Draft Examples : Essay Rough Draft Template - Essay Writing Top. Rough draft format - westdel. rough draft essay Happiness amp; Self-Help Action Philosophy Free .... Rough draft essay examples - needwriters.x.fc2.com. Rough Draft Example For Research Paper : Problem section of rough draft ... Rough Draft Of An Essay Rough Draft Of An Essay. 009 Essay Example Rough Draft Thatsnotus
cdf for interarrivals&Helvetica,Regular&12&K000000&Pcum.docxtidwellveronique
cdf for interarrivals
&"Helvetica,Regular"&12&K000000 &P
cumulative distribution function for interarrival times
cumulative pct
2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 2.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000 1.000000
enter data hereThis sheet takes your observed data and creates a cumulative distribution function. Enter your data in the beige section and the chart appears on a separate tab.enter data here, for 1:20 enter 0:1:20protectedprotectednumber of observations1arrival time of arrival in seconds (format hh:mm:ss)time between arrivals in daystime between arrivals in secondssmall to largetime between arrivals (secs)cumulative pct00:00:00122100.0%10:00:02
Vicente Vargas: Vicente Vargas:
Enter your data starting here. Your cumulive distribution will be created based on your data. The chart appears as a separate tab.
YOU MUST ENTER YOUR DATA IN THE FORMAT hours:minutes:seconds 2"2"2.02100.0%2100.0%0.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.00.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.0000000.02100.0%0.00 ...
In this discussion, the competition and cooperation of culture, policy and knowledge are mapped to describe why proposed changes face acceptance or rejection, whether you notice it or not.
We accept that everyone has Bias, and the study of that is exhaustive if not complete. But we continue to ask Why we have bias; the answer is that we need it.
DBA 7420, Organizational Behavior and Comparative Mana.docxShiraPrater50
DBA 7420, Organizational Behavior and Comparative Management 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Examine challenges and opportunities in applying organizational behavior concepts.
3.1 Apply behavioral concepts to organizational challenges and opportunities.
Course/Unit
Learning Outcomes
Learning Activity
3.1
Unit Lesson
Chapter 1, pp. 17–25
Article: “Introduction to the Brave New Workplace: Organizational Behavior in
the Electronic Age.”
Unit III Essay
Reading Assignment
Chapter 1: What Is Organizational Behavior?, pp. 17–25
In order to access the following resource, click the link below.
Gephart, R. P. (2002). Introduction to the brave new workplace: Organizational behavior in the electronic age.
Journal of Organizational Behavior, 23(4), 327–344. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=7181571&site=eds-live&scope=site
Unit Lesson
Introduction
The world as we know it now is much different than it was 100 or even 50 years ago. Without change, the
world, businesses, and life would become stagnant. Stagnancy is not where you want to be. The problem
herein is that one cannot expect to get different results, such as improved productivity, efficiency, or
profitability, if we continue doing the same things we have always done. Businesses especially want to better
their best. They want to get more with less. They want greater profits. As the wants continue to grow, the
world continues to evolve. If you do not change, surrounding businesses will continue to change and evolve,
and you and your organization could be left behind. In this unit, we will explore a few of the many challenges
faced by any business. While some of those challenges may pertain to economic pressures, demographics,
diversity, networked organizations, and ethical behaviors, there are even more. This unit will focus on the
economy, globalization, technological advancements, and social media. However, any of those challenges
mentioned leads to additional opportunities to be explored. Each situation presents an opportunity. It is what
you choose to do when faced with those challenges and opportunities that can make all of the difference.
A Gamut of Challenges
Let us look at the economy and its impact on an organization. To begin, you need to think of a business as a
dynamic entity that changes and reacts to its environment. In this sense, all organizations change and adapt
to what the economy is or is not doing, and, because of this, organizational behaviors change.
Some examples of these changes in behaviors are when the economy is bad and a company suspends pay
raises or bonuses. When an organization’s profits tank or are much lower than predicted, the company can
UNIT III STUDY GUIDE
Challenges and Opportunities in
Applying Organizational Behavior
...
The Purpose of Exploratory Research
Exploratory Report
An Exploratory Research..
Exploratory Essay Assignment
Exploratory Essay
Exploratory Report Example
Exploratory Analysis Essay
Exploratory Essay
Exploratory Research Approach
Exploratory Questions
Exploratory Data Analysis
Exploratory Essay On Social Media
Exploratory Self Study Limitations
Examples Of Exploratory Essay
Exploratory Reflective Analysis
Exploratory Essay On Abortion
Self Exploration
Exploratory Correlative Study
Exploratory Essay Outline
Exploratory Talk Essay
Discussion Board 1 – Read and RespondIntroduction .docxedgar6wallace88877
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 .docxduketjoy27252
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.
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1. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
1
Polarity Theory and Integral Theory:
The Polarities in the Integral “Multarity” (Interdependencies of more than two)
by Cliff Kayser
In 1967, C. West Churchman highlighted some key factors of unsolvable challenges. He referred to them as “Wicked
Problems,” which are: 1) Unsolvable by rational analysis, 2) Systems issues, and 3) Require collective engagement for
learning the way to solutions.
Another important voice in the solvability discernment arena is Ron Heifetz, who made the clear distinction between
“Technical” problems (which are solvable) and “Adaptive” problems (which are unsolvable). Like Churchman, Heifetz
highlights the requirement for using the collective intelligence of people at all levels to learn their way toward solutions. His
work focuses on how traditional management strategies are useful in dealing with technical problems, but in situations where
beliefs and values come into play, technical “fixes” tend to exacerbate the problem. While the “distinction is a crucial one,”
he says, “leadership theory has only begun to address the latter.” In his book Good to Great, Jim Collins refers to this as “the
Tyranny of ‘OR’” and highlights the importance of seeing when to tap into “the Genius of the ‘AND.’”
Starting in 1975, Dr. Barry Johnson identified the need to supplement problem-solving thinking (using “either/or”) with
polarity thinking (using “both/and”). Polarities are defined “energy systems in which we live and that live within us.” One of
the many gifts of polarities is that they work in predictable ways and contain potential for leverage in support of individual
and collective well-being. The evolution of the key principles and Polarity Map has resulted in a powerful approach to
accelerate collective engagement and learning. Performance is measured in real-time for multiple polarities, for multiple
purposes, and at multiple system levels simultaneously (organization, team, and individual levels). The inherent tension is
used as a resource to create sustainable competitive advantage referred to as “leveraging,” which is superior to false-choice
trade-offs and even to “balancing” (considered a suboptimal goal or measurement outcome).
The business literature in the last half-century has referred to these challenges by other names, such as: Ambidexterity,
Competing Values, Contradictions, Dichotomies, Dilemmas, Dualities, Dual Operating Systems, Dual Strategy Cultures,
Hybridity, Paradoxes, Tensions, Theory X and Y, and Opposite Strengths – to name a few. In their review, Smith and Lewis
(2011) found that in organizational theory, paradox studies have grown, on average, 10% annually between 1998 and 2008.1
.
Three quotes summarize this body of research:
“I believe the central leadership attribute is the ability to manage polarity.”
Peter Koestenbaum
Leadership, New and Revised: The Inner Side of Greatness, A Philosophy for Leaders
“If your organization strategy does not account for polarity, then it is not strategic.”
Bob DeWitt and Ron Meyer
Strategy Synthesis
“The test of a first rate intelligence is the ability to hold two truths in mind at the same time, and still retain the ability to
function.”
F. Scott Fitzgerald
1
Smith, W. K., Lewis, M. W., & Tushman, M. L. 2011. Organizational sustainability: Organization design and senior
leadership to enable strategic paradox. In K. Cameron, & G. Spreitzer (Eds.), The oxford handbook of positive
organizational scholarship: 798-810. New York, NY: Oxford University Press.
2. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
2
Problem solving, while necessary and useful for solving problems, does not serve us or others very well when applied to
polarities. When we treat polarities as problems to solve, individual and/or collective performance and well-being is
undermined by reducing the speed, attainability, and sustainability of our desired outcomes and goals.
Solving problems and leveraging polarities is itself a polarity to leverage (See the interior portions of the Polarity Map for
“OR” Problem Solving AND “And” Polarity Leveraging on the page to follow).
The 5 Steps of the “S.M.A.L.L.” process, which uses The Polarity Map® are:
Seeing, Mapping, Assessing, Learning, and Leveraging
Seeing the benefits of both types of thinking and leveraging polarities once they’re identified is crucial for attaining and
sustaining well-being. When we see polarities as distinct from problems, we can begin a process to support leverage by:
1) Reducing or minimizing the limitations in the lower quadrants; and,
2) Maximizing the benefits of the upper quadrants in service of the greater purpose.
The term “leverage” is another important principle. Leverage means that with less effort we can benefit by transforming
negative, conflict-laden energy into positive, productive and collaborative efforts. However, before we can leverage a
polarity, we need to know what the benefits and limitations of each pole of the polarity are, and we do this by Mapping.
Then, by Assessing we can determine where we are. Assessing answers the question, “how much of the benefits and
limitations are we experiencing?” Learning from this process informs what we need to do to create Leverage.
Let’s look at a common example of a polarity we all deal with:
Notice that we can’t stand outside Activity and Rest and decide whether or not to engage it – we’re IN it! We’ve been
leveraging Activity and Rest our whole lives and will continue to do so, more or less well, as long as we are alive.
3. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
3
Seeing Activity and Rest as a polarity is relatively easy because the cycle times between the poles is relatively short.
Mapping Activity and Rest helps us appreciate the benefits and limitations of each pole of the polarity. The Greater Purpose
Statement (at the top – “Healthy Life”) helps us appreciate the results of consistent attention (Virtuous Cycles) to both poles
and their benefits over time. The lack of the Greater Purpose (at the bottom – “Unhealthy Life”) is the result of experiencing
the limitations of both poles (Vicious Cycles) over time. (see Activity and Rest Mapping step, below.)
Assessing Activity and Rest involves looking at the items in each quadrant and applying a score using an Assessing guide (or
just drawing a loop on the Polarity Map once you get the gist of how the assessment loops are scored and appear).
Technology has been developed to assist in Assessing, which also makes assessing multiple polarities across an entire
enterprise possible.
Quickly self-assessing involves drawing an infinity loop that connects scores from each quadrant. This can be done by giving
a grade to each quadrant based on the frequency of the experiences of the items in each quadrant. The question to ask is,
“Based on my experience I’d say the frequency is….“Almost Always, Often, Sometimes, Seldom, or Almost Never” and
putting a check or “X” over the corresponding dot (see Assessing guide, below).
The degree of detail that is desired can be addressed by: 1) More Detailed. Scoring each item in the quadrant, and then
averaging the total of all the scores in the quadrant to get an overall quadrant score, or 2) Less Detailed. Look at all the items
in a quadrant and give them total “summary” grade based on your gut. Assessing each quadrant’s performance helps
determine the degree of leverage that is currently taking place (see a few sample assessments on the following page).
Poor leverage is the experience of one or both of the lower quadrants. For Activity and Rest, this puts our health at risk.
Partially Leveraged or Balanced is an improvement over Poorly Leveraged, but does not represent the potential available or
Leverage. Essentially, balance is basic maintenance or equilibrium (“Sometimes” for all four quadrants). When we Leverage
a polarity, we are attaining the greatest amounts of benefits in the upper quadrants while minimizing the limitations in the
lower quadrants.
4. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
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The Learning step helps us compare where we are on our Assessing loop as it compares to the full potential of Leveraging.
The fully leveraged infinity loop is, by default, watermarked into the Polarity Map as a reminder and way to compare the
loop from a self-assessment loop. Seeing the two loops together is, as Max DePree once said, “Defining reality” which is “the
first responsibility of a leader.” Learning from the Assessing step creates a bridge from the current state to the desired state
(Leveraging in service of the Greater Purpose).
Here’s a quick Learning and Leveraging story. My sister, Lori, set a Greater Purpose to “Compete in, Finish, or Win a
Marathon” which for her upped the ante in the need to fully leverage Activity and Rest (among other polarities). Lori is a
cancer survivor and also lives with an incurable form of cancer. However, that doesn’t slow her down. She endeavors to live
and do the things that bring her joy, despite her diagnosis.
Intentionally leveraging the benefits of Activity and Rest through Action Steps to empower both poles helps her improve her
aerobic capacity and endurance through training (Activity) as well as recovery (Rest). Early Warning Signs help her
anticipate the limitations of both poles. As a successful businesswoman with a demanding schedule on top of living with her
diagnosis, modulating Action Steps and Early Warning Signs are key to managing her energy (see Action Steps and Early
Warnings on the following Polarity Map).
5. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
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In 2008, a painful mass developed in Lori’s hip area, requiring surgery to determine whether her cancer had spread. The good
news: it wasn’t cancer. The bad news: the surgery damaged a femoral nerve and she woke up in recovery to discover she had
no use of her left leg. Overnight, her Greater Purpose for the Activity and Rest polarity went from running a marathon in
spite of other challenges, to recovering from paralysis. Little did she know at the time that learning to walk again would turn
out to be a 16-month journey.
The core elements of the Polarity Map -- the benefits and limitations -- of Activity and Rest didn’t change. She still needed
to stimulate/condition muscles and rest/rejuvenate. She still had to be cautious about trying to do too much and strain her
muscles and risk injury. She still needed to be cautious not to rest too much and risk deteriorating her muscles. What shifted
considerably to reflect her new reality were the Action Steps and Early Warnings. She developed a few “high-leverage”
Action Steps (noted as “HL” in the Polarity Map below) to support maximizing the benefits of both poles. She said those
became significant factors in her recovery. One was “1 massage per week.” The other was to be vigilant about “Listen/follow
Matt’s instructions” (Matt was her physical therapist).
Lori confessed at one point that even though she was in a great deal of pain, that isn’t what she found most challenging Her
biggest challenge was facing down the Early Warning Signs on the limitations of Rest. She told me, “Those ‘just give-it-up’
demons are formidable … There are many days when I just don’t want to leave the house and feel beaten down by
circumstances outside of my control.” When I asked her what gets her up and out the door on those days, she reminded me
of the many bets she’d made with Matt and others on her ‘walk by’ date, which had pushed the odds. But after a pause, she
added, “Sheer will moved me. My work was to summon that energy and keep it moving.”
Today, Lori is back to the Greater Purpose she started out with, and this is one of many stories that have made her my hero.
6. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
6
All of us are IN multiple polarities – too many to name! However, some polarities are particularly persistent for us at certain
times in our lives or as a result of roles, goals, values, etc. Despite our best intentions, we can undermine well-being as a
result of strong preferences for certain poles of polarities (this may lead to treating them as either/or problems to solve), and
by the fears we hold about the limitations of the interdependent poles. As in Lori’s example, how we show up in them is key,
and the S.M.A.L.L. process can be very useful in helping to generate awareness for appreciating a more complete picture of
the dynamic. It may also support Coaches in work with Clients who need to summon the energy needed to keep moving in
these tensions, and to support leveraging them.
There are common polarities that show up in our personal leadership, in our leadership of teams, in groups of friends, in
families, and in organizations. The degree to which we can see and leverage polarities in our lives and work not only impacts
our well-being but the well-being of others, too. Here are some examples of many polarities we could list:
Leaders:
Grounded AND Visionary
Planning AND Execution
Directive AND Participative
Self-assured AND Humble
Candor/Honesty AND Diplomacy/Tact
Logic AND Emotion
Teams:
Production (task) AND People (relationships)
Focus on Individuals AND Focus on the Team
Focus on the Team AND Focus on the Organization
Focus on the Team AND Focus on the Customer
Hold Responsible AND Provide Freedom
Organization Systems:
Continuity/Stability AND Transformation/Change
Margin AND Mission
External Focus/Market AND Internal Focus/Culture
Employee Focus AND Organization Focus
Organization Focus AND Community Focus
Organization Focus AND Environmental Focus
As you’ve probably noticed, when we talk about polarities we often refer to the “energy-system” or the “energetic dynamic”
at play. While Lori’s story about leveraging polarity energy is a great example, a general analogy about energy may also be
useful.
Most of us know that rip currents occur when waves break onto the shore from opposite directions, creating a powerful
current that “rips” everything out to sea. If you don’t know how rip currents work and get caught in one while swimming, a
perfectly logical decision would be to swim to shore -- faster. The best swimmer in the world can’t outswim a rip current,
and that impossible effort will lead to exhaustion, becoming panicked, and, in a worst case, drowning. However, some people
who know how the energy dynamic of a rip current works are able to play in what is life-threatening situation to others.
Surfers ride rip currents out to the waves, catch waves and surf back to shore, and then ride the rip current back out again.
They use the energy like natural conveyers.
7. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
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Photo courtesy of the U.S. Army Corps of Engineers
Field Research Facility at Duck, NC.
Trying to “swim” against polarity energy is similar to swimming against a rip current. And when we see how polarity energy
works, we can leverage it much like surfers in rip currents.
Coaches and consultants can supplement and enhance their work by improving their client’s awareness of polarities in six
ways:
1) Facilitating learning and results by helping both the coach and client to see the important distinction between a
problem to solve and a polarity to leverage;
2) Creating awareness through powerful questions to support Seeing the two “poles’ of a tension;
3) Co-creating the relationship through the process of Mapping;
4) Facilitating awareness for how well or poorly the tension is being leveraged through Assessing and Learning;
5) Planning and goal setting by developing Action Steps and Early Warning Signs for Leveraging; and,
6) Managing accountability and tracking progress through focus over time on Assessing, Learning, and Leveraging.
The polarity process and Polarity Map can also be applied to many existing leader, team and development frameworks to
supplement and enhancement the appreciation for the energy dynamic, improve the practical application, and to measure
performance. For example, Ken Wilber’s comprehensive Integral model can be broken down into a series of polarity maps.
To follow is an overview of the Integral Model with two core polarities and six polarity maps that may be supportive for
leaders, leadership coaches, and organization development professionals who use Integral Theory in culture and strategy
work. It is also possible to measure and track performance on these and other polarities through the use of the Polarity
Assessment. Measurement matters – what gets measured tends to get done. Additionally, we can learn from measurement
and in the follow-up dialogue. From meaningful dialogue, leaders, teams and organizational systems can make more
informed and better choices about how to move forward faster and with increased sustainability.
8. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
8
A “multarity” is an interdependency of more than two. High on my personal list of favorite multarities (along with the
Polarities of Democracy multarity: www.InstituteforPOD.org), is Ken Wilber’s Integral model. While comprehensive, the
problem it’s the complexity – it can be overwhelming. Breaking down each element of the multarity into polarities helps
simplify this complexity. This is demonstrated on the pages to follow, where each of the key components of the Integral
model has been broken down by Seeing and Mapping each of the six practical elements. Having a general sense for how the
energy dynamic works within each may be useful in focusing attention on the most important areas for a Client, or for kick-
starting awareness of the energy dynamic within each. Polarities within the Integral model are:
Core Elements:
Individual AND Collective
Interior AND Exterior
Practical Elements:
Personal Meaning AND Individual Behavior
Personal Meaning AND Culture/Shared Values
Personal Meaning AND Systems/Processes
Individual Behavior AND Culture/Share Values
Individual Behavior AND Systems/Processes
Culture/Shared Values AND Systems/Processes
Each of the six polarities within the Integral model on the following pages begins with a high-level overview of what a
Virtuous Cycle and Vicious Cycle “sounds like” in that tension. These descriptions are followed by a Polarity Map that
identifies some possible ways the benefits and limitations might flow energetically in that particular dynamic. Of course,
individual experiences will be different, and those differences can become a launching point for dialogue. The map is never
the territory. However, like all maps, a Polarity Map may prove indispensable on the journey. Hopefully, this example will
illustrate how polarity theory can supplement and enhance an existing theory and provide support for you as a Coach in your
work with Clients.
We’re all IN these tensions at the intrapersonal level, interpersonally with others, and within the systems of which we are a
part. Hopefully, we can become like surfers using and playing in the energy systems, or, at the very least, not drowning in
them! A blank assessment map at the end of this article can be used for any of the maps for self-assessment.
9. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
9
Personal Meaning & Individual Behavior -- Greater Purpose = Personal Integrity
VIRTUOUS CYCLE MIGHT LOOK LIKE:
• When Personal Meaning is clear and it is backed up by congruent Individual Behavior (“Walking the Talk”), it gives
authenticity to the Personal Meaning.
• Congruent Individual Behavior when paired with Personal Meaning brings action that is likely to serve individual
and collective interests consistently.
VICIOUS CYCLE MIGHT LOOK LIKE:
• Personal Meaning in the absence of congruent Individual Behavior leads to questions about the veracity of the
Personal Meaning or whether it really exists.
• Individual Behavior without Personal Meaning may appear reactionary to events and ungrounded, which may lead
to those behaviors being less likely to serve the interests of the individual or the outside world well and/or
consistently.
Personal Meaning & Culture/Shared Values – Greater Purpose = Values Alignment
10. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
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VIRTUOUS CYCLE MIGHT LOOK LIKE:
• When Personal Meaning is well matched with Culture/Shared Values, the individual becomes more engaged to
make meaningful contributions.
• When Culture/Shared Values aligns well with the Personal Meaning of individuals, the potential for creativity and
synergy among the individuals increases.
VICIOUS CYCLE MIGHT LOOK LIKE:
• Personal Meaning without Culture/Shared Values can lead to individuals becoming isolated and increasing
inequality between/among individuals.
• Culture/Shared Values without Personal Meaning can cause individuals to become vulnerable to excessive group
pressure for conformity, thereby losing the benefit potential that clear Personal Meaning could bring.
11. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
11
Personal Meaning and Systems and Processes -- Greater Purpose = Meaning Attainment Alignment
VIRTUOUS CYCLE MIGHT LOOK LIKE:
• When the Systems and Processes combine with Personal Meaning it reinforces enthusiasm for the personal passions.
• When Personal Meaning meets with Systems and Processes it helps turn dreams into reality.
VICIOUS CYCLE MIGHT LOOK LIKE:
• Systems and Processes that do not match with Personal Meaning create a block in the willingness and inspiration to
contribute individual effort.
• Personal Meaning without Systems and Processes to bring that meaning out into the world can lead to an idealism
that becomes self-indulgent.
Individual Behavior and Culture/Shared Values – Greater Purpose = Trust Alignment
12. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
12
VIRTUOUS CYCLE MIGHT LOOK LIKE:
• When Culture/Shared Values is supplemented with Individual Behavior it supports the ability to deliver on the
collective mission/vision.
• Individual Behavior with Culture/Shared Values contributes to creating collective synergy.
VICIOUS CYCLE MIGHT LOOK LIKE:
• Culture/Shared Values in the absence of Individual Behavior leads to questions of sincerity and authenticity in the
shared convictions.
• Individual Behavior without Culture/Shared Values misses opportunities for maximizing collective energy and
attaining synergistic results.
13. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
13
Individual Behavior & Systems and Processes – Greater Purpose = Mission Alignment
VIRTUOUS CYCLE MIGHT LOOK LIKE:
• When Individual Behavior is directed through Systems and Processes it supports efficient coordination to attain
results.
• When Systems and Processes align with Individual Behavior, employee confidence and engagement increase.
VICIOUS CYCLE MIGHT LOOK LIKE:
• When Individual Behavior lacks Systems and Processes, lack of coordination, isolation and redundancies can result.
(“Left hand does not know what the right hand is doing.”)
• When Systems and Processes are not supported by Individual Behavior the quality, consistency and volume of
desired results may be undermined.
14. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
14
Culture/Shared Values & Systems and Processes – Greater Purpose = Structural Alignment
VIRTUOUS CYCLE MIGHT LOOK LIKE:
• Culture/Shared Values with Systems and Processes supports the mission/vision delivery (i.e., “I/We Deliver On Our
Talk.”)
• Systems and Processes with Culture /Shared Values operationalizes and maximizes collective synergy for “hyper-
leverage.”
VICIOUS CYCLE MIGHT LOOK LIKE:
• Culture/Shared Values without Systems and Processes appears hollow in the eyes of key stakeholders (“Collective
Talk without the Walk.”)
• Systems and Processes without Culture/Shared Values results in actions that lack inspiration, engagement and
meaningful collective synergy.
15. Copyright 2019 Cliff Kayser and Polarity Partnerships, LLC
Polarity Map® is a registered trademark of Barry Johnson & Polarity Partnerships, LLC. Commercial use encouraged with permission.
15
Sample: Polarity Assessment Results Summary Score for Integral Performance Management.
(NOTE: Details of performance for each polarity is not shown.)
For more information about PACT (Polarity Approach for Continuity and Transformation) Certification Training and
creating a Customized Polarity Assessment, and/or Licensing the Polarity Resource Portal for your company or organization,
contact me!
cliff@PolarityPartnerships.com