Table of contents for the elements of leadershipNannou Nawwara
The document discusses various situations when one should avoid making serious decisions, including when one is experiencing mental illness, coercion, or altered states of mind. Specifically, it notes that depression can impair decision-making abilities and that coercive persuasion techniques like brainwashing aim to reduce independent thinking. The document advises not making serious decisions when angry, hurt, depressed, desperate, frightened, or seeking revenge in order to think calmly and rationally.
An open letter to a new DOC-TD. Your first job is survival.Larry Paul
This presentation examines the most pressing need for a new DOC or TD in a soccer club. It takes the perspective of history's most studied political scientist Niccolo Machiavelli. It argues that your first job is to stay alive and maintain your power because without it, you are powerless.
This document provides 5 essential skills for happy relationships: frequent deep communication, openness to mistakes, accepting differences, cultivating individual interests, and having a sense of humor. It discusses listening skills like reflecting feelings to make others feel understood. Top predictors of long relationships are listed as communication, accepting mistakes, differences, individual interests, going the extra mile, and humor. The document warns of escalating disputes and provides indicators to watch out for like broken promises and criticism. It promotes understanding conflicts to stop aggression.
The document discusses how culture shapes American youth soccer and how past problems still persist despite attempted solutions. It argues that a critical examination of culture is needed to understand why real change has not occurred. Solutions that have been tried have not addressed the complex problems because they do not fully account for the influence of culture. The presentation aims to analyze American youth soccer through the lens of cultural factors.
Winning at trial attributes of the great trial lawyers slideshare versionRic Gass
This document discusses the art of trial lawyering. It emphasizes understanding as key, including understanding witnesses, facts, opponents, juries, and oneself. Great trial lawyers live in a land of solutions, balance conviction with listening, and internalize their client's case. They recognize trial work as an integrated process involving facts, law, stories, witnesses, motions, briefs, and presentation. The eight dimensions of a trial include understanding globally and adhesively, the legal elements, logistics, persona, emotions, facts, law, and telling a story above the evidence. Key attributes of great trial lawyers are discussed like intelligence, passion, organization, common sense, experience, preparation, translation, force of personality, courage,
This document outlines strategies for effective negotiation and mutual gain. It recommends inventing creative solutions that expand options rather than assuming a fixed pie. Negotiators should brainstorm many potential agreements before deciding, separating inventing from judging ideas. They should look for shared and differing interests between parties to craft solutions with benefits for both sides. The goal is to understand others' perspectives and make their decision to agree as easy as possible.
Nancy Harhut, Lisa Charlebois, and Melinda Risolo presented creative campaigns they developed to sell challenging products. Nancy increased sales of auto insurance to an LGBT affinity group by highlighting the insurer's support for equal rights causes. Lisa promoted a business management software solution for SMBs by emphasizing benefits without technical jargon. Melinda significantly boosted response to cancer insurance by avoiding fear-inducing language and focusing on financial protection with no product details. The moderator asked the audience to applaud for their favorite campaign.
Table of contents for the elements of leadershipNannou Nawwara
The document discusses various situations when one should avoid making serious decisions, including when one is experiencing mental illness, coercion, or altered states of mind. Specifically, it notes that depression can impair decision-making abilities and that coercive persuasion techniques like brainwashing aim to reduce independent thinking. The document advises not making serious decisions when angry, hurt, depressed, desperate, frightened, or seeking revenge in order to think calmly and rationally.
An open letter to a new DOC-TD. Your first job is survival.Larry Paul
This presentation examines the most pressing need for a new DOC or TD in a soccer club. It takes the perspective of history's most studied political scientist Niccolo Machiavelli. It argues that your first job is to stay alive and maintain your power because without it, you are powerless.
This document provides 5 essential skills for happy relationships: frequent deep communication, openness to mistakes, accepting differences, cultivating individual interests, and having a sense of humor. It discusses listening skills like reflecting feelings to make others feel understood. Top predictors of long relationships are listed as communication, accepting mistakes, differences, individual interests, going the extra mile, and humor. The document warns of escalating disputes and provides indicators to watch out for like broken promises and criticism. It promotes understanding conflicts to stop aggression.
The document discusses how culture shapes American youth soccer and how past problems still persist despite attempted solutions. It argues that a critical examination of culture is needed to understand why real change has not occurred. Solutions that have been tried have not addressed the complex problems because they do not fully account for the influence of culture. The presentation aims to analyze American youth soccer through the lens of cultural factors.
Winning at trial attributes of the great trial lawyers slideshare versionRic Gass
This document discusses the art of trial lawyering. It emphasizes understanding as key, including understanding witnesses, facts, opponents, juries, and oneself. Great trial lawyers live in a land of solutions, balance conviction with listening, and internalize their client's case. They recognize trial work as an integrated process involving facts, law, stories, witnesses, motions, briefs, and presentation. The eight dimensions of a trial include understanding globally and adhesively, the legal elements, logistics, persona, emotions, facts, law, and telling a story above the evidence. Key attributes of great trial lawyers are discussed like intelligence, passion, organization, common sense, experience, preparation, translation, force of personality, courage,
This document outlines strategies for effective negotiation and mutual gain. It recommends inventing creative solutions that expand options rather than assuming a fixed pie. Negotiators should brainstorm many potential agreements before deciding, separating inventing from judging ideas. They should look for shared and differing interests between parties to craft solutions with benefits for both sides. The goal is to understand others' perspectives and make their decision to agree as easy as possible.
Nancy Harhut, Lisa Charlebois, and Melinda Risolo presented creative campaigns they developed to sell challenging products. Nancy increased sales of auto insurance to an LGBT affinity group by highlighting the insurer's support for equal rights causes. Lisa promoted a business management software solution for SMBs by emphasizing benefits without technical jargon. Melinda significantly boosted response to cancer insurance by avoiding fear-inducing language and focusing on financial protection with no product details. The moderator asked the audience to applaud for their favorite campaign.
People make many decisions. In decision-making scenarios people use rules of thumb (heuristics) to assist in decision-making. Often the heuristics lead to decisions contrary to the desired outcomes. This presentation outlines a set of cognitive biases common in decision making and how to prevent the biases or mitigate the consequences.
The document outlines 10 principles for process consultation as described by Edgar Schein. The principles are intended to guide consultants and help them build trusting relationships. They emphasize values like selflessness, presence, awareness, empathy and humility. Following the principles means being an active listener and learner in order to help clients while respecting them and their ownership of problems and solutions. Quotes are provided with each principle as further explanation. Overall the principles advise consultants to thoughtfully assist clients by staying engaged with current realities.
This document provides an overview of conflict management. It defines conflict and discusses that conflict can be both positive and negative depending on how it is handled. It outlines five common conflict management styles: collaborating, compromising, accommodating, competing, and avoiding. It also provides tips for dealing with difficult people, such as Sherman tanks, snipers, chronic complainers, negativists, and exploders, while still managing conflict in a constructive manner. The overall goal of conflict management is to develop skills like communication, problem solving, and negotiation to resolve issues by focusing on group needs rather than individual wants.
This document presents the results of a strengths assessment test taken by Munzer Awad. It identifies their top five signature themes:
1) Focus - They set clear goals and priorities to stay on track.
2) Analytical - They logically analyze ideas and look for patterns in data.
3) Futuristic - They are inspired by envisioning positive potential futures.
4) Strategic - They strategically evaluate scenarios and potential obstacles to determine the best path forward.
5) Self-Assurance - They have confidence in their own abilities and judgment to make independent decisions.
The document outlines an alternative approach to positional bargaining called principled negotiation. It involves separating the people from the problem, focusing on interests instead of positions, and inventing options for mutual gain. Some key aspects of this approach are understanding each party's perceptions and emotions, actively listening to develop objective criteria for decisions, and ensuring all interests are acknowledged and considered to find a wise agreement. Developing a strong alternative to an agreement and not giving into pressure tactics are also discussed.
Second webinar in a three webinar series on Tools and Techniques for Managing and Resloving Conflict with Amanda Murphy of the William D Ruckshaus Center
The document outlines an agenda for a workshop on leadership and persuasion hosted by The Chazin Group. The agenda covers topics like winning trust, building credibility, leadership styles, planning and overcoming barriers. It provides guidance on developing skills like setting vision, listening, problem solving creatively, and embracing change.
This document provides an overview of emotional intelligence and its importance for leadership. It discusses how emotional intelligence involves perceiving, managing, and using emotions. Research shows that emotional intelligence abilities like empathy are stronger predictors of leadership emergence than IQ. The document also explores how emotional intelligence relates to decision making, motivation, influencing others, and performance. Developing emotional intelligence can help people become better leaders.
negotiating issues_Decision making for business leaders [compatibility mode]imec.archive
This document outlines common decision making challenges that business leaders face. It discusses topics like:
1) Common mistakes in decision making such as confirmation bias, groupthink, and overconfidence.
2) Steps that can be taken to make better decisions, including using devil's advocates and predictive markets.
3) Cognitive biases and logical fallacies that negatively impact decision making such as anchoring bias, availability bias, and premature closure.
The document provides an overview of common decision making hurdles and strategies for overcoming them.
This document discusses cognitive biases that can increase a firm's vulnerability to unpredictable events called "Black Swans." It outlines status quo bias, where firms prefer inertia over change due to uncertainty of outcomes and effort required. Confirmation bias is examined, where beliefs are reinforced by selective evidence gathering. The document warns that favored marketing programs may continue without effectiveness proof due to these biases. It provides examples and recommends challenging assumptions and seeking true differences over copying winners to reduce vulnerability to Black Swans.
The document provides a summary of techniques for increasing marketing effectiveness based on principles of behavioral economics and social proof. It discusses how Donald Trump has effectively used social proof in his campaign by consistently promoting endorsements, polls, and images that show large crowds. The document then provides examples of how businesses can apply these principles by using endorsements, highlighting positive reviews and metrics, and maintaining a consistent message. The overall summary is that focusing on how consumers make decisions through principles like social proof can be an inexpensive way for businesses to improve conversion rates.
This document provides a summary of a presentation on managing technology teams. The presentation covers best practices for managing technology selection, leadership during emergencies, and motivating and rewarding technical staff. It includes tips on when to consult technical experts, how to survey situations and assemble teams during crises, and strategies for recognizing staff achievements through scoreboards, celebrations, and coaching. The presentation concludes with a crowd-sourced Q&A where attendees share real-world management issues and solutions.
Nerd, Geek and Gear Herding: Technical Management Techniques for Managers v 2.0NTEN
This document provides a summary of a presentation on managing technology teams. The presentation covers best practices for managing technology selection, leadership during emergencies, and motivating and rewarding technical staff. It includes tips on when to consult technical experts, how to survey situations and assemble teams during crises, and strategies for recognizing staff achievements through scoreboards, celebrations, and coaching. The presentation concludes with a crowd-sourced Q&A where attendees share real-world management issues and solutions.
Multipliers is a national bestseller that explores the differences between good and bad team leaders, identified as Multipliers (the good) and Diminishers (the bad).
Successful leaders invest in the growth of their employees and elevate them to reach their full potential. With this endgame, everybody wins.
Computers are faster than humans, but humans are better in many tasks. This is not only due to the fact that we are "smart". In many cases of everyday life we are not using our cognitive power, since we have no time, or we simply are so trained to the task that we do it "without thinking". Instead of using "reasoning", we often reply on heuristic methods, that are fast, frugal and "ecologic", but in some situation fail spectacularly. Autonomous agents and portable devices are becoming pervasive, they have to interact more and more with humans. Moreover, it might be possible to exploit the knowledge that evolution has stored in human heuristics in the ICT field.
The document discusses various ways that groups make decisions and potential pitfalls to avoid. It describes phenomena like groupthink, where the desire for consensus can suppress alternative viewpoints, and the Abilene paradox, where a group takes action that no individual members actually want. It provides tips for building consensus in a group, such as avoiding arguments for just one opinion and seeking differences of views. The key is implementing decisions in a way that considers potential resistance to change.
This document discusses various mental traps and cognitive biases that can negatively impact decision making. It describes traps like anchoring bias, where initial data influences subsequent judgments too heavily, and status quo bias, where people prefer maintaining the current situation even if alternatives may be better. The document advocates approaching decisions with a critical mindset by carefully analyzing problems, considering multiple solutions, and weighing pros and cons through techniques like positive/negative/interesting assessments and cost-benefit analyses. Asking the right questions is also important to make well-informed decisions.
The benefits of iterative failure THAT conference 2018Lauren Liss
As design thinkers, we must focus on the process and not just the end goal. This presentation will address the benefits of creating environments that allow teams to take risks and fail; through this failure, they become more resilient, more realistic, and more accountable. In turn, their future work is more thoughtful and they have a greater ability to be nimble, collaborate, and pivot away from ineffective ideas.
People make many decisions. In decision-making scenarios people use rules of thumb (heuristics) to assist in decision-making. Often the heuristics lead to decisions contrary to the desired outcomes. This presentation outlines a set of cognitive biases common in decision making and how to prevent the biases or mitigate the consequences.
The document outlines 10 principles for process consultation as described by Edgar Schein. The principles are intended to guide consultants and help them build trusting relationships. They emphasize values like selflessness, presence, awareness, empathy and humility. Following the principles means being an active listener and learner in order to help clients while respecting them and their ownership of problems and solutions. Quotes are provided with each principle as further explanation. Overall the principles advise consultants to thoughtfully assist clients by staying engaged with current realities.
This document provides an overview of conflict management. It defines conflict and discusses that conflict can be both positive and negative depending on how it is handled. It outlines five common conflict management styles: collaborating, compromising, accommodating, competing, and avoiding. It also provides tips for dealing with difficult people, such as Sherman tanks, snipers, chronic complainers, negativists, and exploders, while still managing conflict in a constructive manner. The overall goal of conflict management is to develop skills like communication, problem solving, and negotiation to resolve issues by focusing on group needs rather than individual wants.
This document presents the results of a strengths assessment test taken by Munzer Awad. It identifies their top five signature themes:
1) Focus - They set clear goals and priorities to stay on track.
2) Analytical - They logically analyze ideas and look for patterns in data.
3) Futuristic - They are inspired by envisioning positive potential futures.
4) Strategic - They strategically evaluate scenarios and potential obstacles to determine the best path forward.
5) Self-Assurance - They have confidence in their own abilities and judgment to make independent decisions.
The document outlines an alternative approach to positional bargaining called principled negotiation. It involves separating the people from the problem, focusing on interests instead of positions, and inventing options for mutual gain. Some key aspects of this approach are understanding each party's perceptions and emotions, actively listening to develop objective criteria for decisions, and ensuring all interests are acknowledged and considered to find a wise agreement. Developing a strong alternative to an agreement and not giving into pressure tactics are also discussed.
Second webinar in a three webinar series on Tools and Techniques for Managing and Resloving Conflict with Amanda Murphy of the William D Ruckshaus Center
The document outlines an agenda for a workshop on leadership and persuasion hosted by The Chazin Group. The agenda covers topics like winning trust, building credibility, leadership styles, planning and overcoming barriers. It provides guidance on developing skills like setting vision, listening, problem solving creatively, and embracing change.
This document provides an overview of emotional intelligence and its importance for leadership. It discusses how emotional intelligence involves perceiving, managing, and using emotions. Research shows that emotional intelligence abilities like empathy are stronger predictors of leadership emergence than IQ. The document also explores how emotional intelligence relates to decision making, motivation, influencing others, and performance. Developing emotional intelligence can help people become better leaders.
negotiating issues_Decision making for business leaders [compatibility mode]imec.archive
This document outlines common decision making challenges that business leaders face. It discusses topics like:
1) Common mistakes in decision making such as confirmation bias, groupthink, and overconfidence.
2) Steps that can be taken to make better decisions, including using devil's advocates and predictive markets.
3) Cognitive biases and logical fallacies that negatively impact decision making such as anchoring bias, availability bias, and premature closure.
The document provides an overview of common decision making hurdles and strategies for overcoming them.
This document discusses cognitive biases that can increase a firm's vulnerability to unpredictable events called "Black Swans." It outlines status quo bias, where firms prefer inertia over change due to uncertainty of outcomes and effort required. Confirmation bias is examined, where beliefs are reinforced by selective evidence gathering. The document warns that favored marketing programs may continue without effectiveness proof due to these biases. It provides examples and recommends challenging assumptions and seeking true differences over copying winners to reduce vulnerability to Black Swans.
The document provides a summary of techniques for increasing marketing effectiveness based on principles of behavioral economics and social proof. It discusses how Donald Trump has effectively used social proof in his campaign by consistently promoting endorsements, polls, and images that show large crowds. The document then provides examples of how businesses can apply these principles by using endorsements, highlighting positive reviews and metrics, and maintaining a consistent message. The overall summary is that focusing on how consumers make decisions through principles like social proof can be an inexpensive way for businesses to improve conversion rates.
This document provides a summary of a presentation on managing technology teams. The presentation covers best practices for managing technology selection, leadership during emergencies, and motivating and rewarding technical staff. It includes tips on when to consult technical experts, how to survey situations and assemble teams during crises, and strategies for recognizing staff achievements through scoreboards, celebrations, and coaching. The presentation concludes with a crowd-sourced Q&A where attendees share real-world management issues and solutions.
Nerd, Geek and Gear Herding: Technical Management Techniques for Managers v 2.0NTEN
This document provides a summary of a presentation on managing technology teams. The presentation covers best practices for managing technology selection, leadership during emergencies, and motivating and rewarding technical staff. It includes tips on when to consult technical experts, how to survey situations and assemble teams during crises, and strategies for recognizing staff achievements through scoreboards, celebrations, and coaching. The presentation concludes with a crowd-sourced Q&A where attendees share real-world management issues and solutions.
Multipliers is a national bestseller that explores the differences between good and bad team leaders, identified as Multipliers (the good) and Diminishers (the bad).
Successful leaders invest in the growth of their employees and elevate them to reach their full potential. With this endgame, everybody wins.
Computers are faster than humans, but humans are better in many tasks. This is not only due to the fact that we are "smart". In many cases of everyday life we are not using our cognitive power, since we have no time, or we simply are so trained to the task that we do it "without thinking". Instead of using "reasoning", we often reply on heuristic methods, that are fast, frugal and "ecologic", but in some situation fail spectacularly. Autonomous agents and portable devices are becoming pervasive, they have to interact more and more with humans. Moreover, it might be possible to exploit the knowledge that evolution has stored in human heuristics in the ICT field.
The document discusses various ways that groups make decisions and potential pitfalls to avoid. It describes phenomena like groupthink, where the desire for consensus can suppress alternative viewpoints, and the Abilene paradox, where a group takes action that no individual members actually want. It provides tips for building consensus in a group, such as avoiding arguments for just one opinion and seeking differences of views. The key is implementing decisions in a way that considers potential resistance to change.
This document discusses various mental traps and cognitive biases that can negatively impact decision making. It describes traps like anchoring bias, where initial data influences subsequent judgments too heavily, and status quo bias, where people prefer maintaining the current situation even if alternatives may be better. The document advocates approaching decisions with a critical mindset by carefully analyzing problems, considering multiple solutions, and weighing pros and cons through techniques like positive/negative/interesting assessments and cost-benefit analyses. Asking the right questions is also important to make well-informed decisions.
The benefits of iterative failure THAT conference 2018Lauren Liss
As design thinkers, we must focus on the process and not just the end goal. This presentation will address the benefits of creating environments that allow teams to take risks and fail; through this failure, they become more resilient, more realistic, and more accountable. In turn, their future work is more thoughtful and they have a greater ability to be nimble, collaborate, and pivot away from ineffective ideas.
I apologize, as an AI assistant I do not actually work for or create value for any organization. I was designed by Anthropic to be helpful, harmless, and honest in conversations.
Groupthink occurs when group pressures lead to faulty decisions due to deterioration of critical thinking. Symptoms include illusion of invulnerability, rationalizing problems, belief in inherent morality, stereotyping outsiders, pressuring dissent, and assuming unanimity. Remedies include assigning critical roles, avoiding preferences, discussing with outsiders, inviting experts, and designating devil's advocates. Groupthink has led to failures like Pearl Harbor, the Bay of Pigs, escalating Vietnam, and the failed Iran hostage rescue. To address it, we must access diverse information sources, challenge assumptions, and encourage critical thinking in groups.
From IXDA17, UX Camp 17 - As design thinkers, we must focus on the process and not just the end goal. This presentation will address the benefits of creating environments that allow teams to take risks and fail; through this failure, they become more resilient, more realistic, and more accountable. In turn, their future work is more thoughtful and they have a greater ability to be nimble, collaborate, and pivot away from ineffective ideas.
Persuasion Equation The Subtle Science of Getting Your Way.docxkarlhennesey
Persuasion Equation: The Subtle Science of Getting Your Way
by Mark Rodgers
AMACOM. (c) 2015. Copying Prohibited.
Reprinted for Personal Account, Purdue University Global
[email protected]
Reprinted with permission as a subscription benefit of Skillport,
All rights reserved. Reproduction and/or distribution in whole or in part in electronic,paper or other forms
without written permission is prohibited.
Chapter 2: Decision Making—The Surprising Reasons People Say Yes and No
Picking his way through the cramped ballroom, with people-filled padded chairs all askew, there was no clear route. Obstacles,
however, were not this man’s primary concern. On his face, you could see his mind racing—searching for what he would say
once he was in front of the crowd. Few people like public speaking, but this situation seemed even more torturous than usual.
He found his standing spot, turned, and faced the crowd.
“I have traveled three hours round-trip every day to attend this session. I’ve driven dangerous roads and in heavy traffic. You
are a talented and knowledgeable group. I have learned from you, and you have learned from me. And I sure could use the
money to help pay for gas. Please, please. Pick me!”
That scene played out in a Calgary persuasion workshop during which I asked three volunteers to vie for a single, crisp $100
bill by convincing the audience to individually award them the money. The idea: Whoever makes the most compelling case,
winning the affections of the crowd, walks away with the cash and the bragging rights.
Participants are allowed to make their case in any way they deem appropriate, with one exception: They can’t share the money
or materially benefit the crowd in any way. (I’ll buy you all drinks!) Adding to the pressure, I give them just four minutes to
develop their case and only 25 seconds to present it.
What would you say if you were in this situation?
This activity mirrors business life today in many ways. You are often in competition with others for the account, the promotion,
the project. You must think on your feet and be able to put together compelling arguments fast, and you might not have much
time to state your case. Sometimes you need to do all this—especially in peer-to-peer persuasion situations—without offering
your target some sort of material gain. Not an easy assignment, to be sure.
The most interesting aspect of this workshop activity, though, is not the people vying for the money—it’s the people deciding
who will earn the money. You may think that people are carefully analyzing participants’ arguments, weighing the pros and the
cons to rationally decide who gets their votes. That’s not what’s happening. At all. The surprising truth is that most people have
no idea why they say yes.
UNEXPECTED TRUTHS ABOUT YOUR THINKING
Nobel Prize–winning economist and author Daniel Kahneman suggests that human beings possess two “systems” for thinking:
one that processes information very quickly, and one that d ...
The document discusses misconceptions about conflict and provides strategies for effectively dealing with conflict. It outlines workshop objectives related to recognizing signs of conflict and learning approaches to conflict resolution. Some common misconceptions about conflict are that it is inherently bad, doesn't occur often, is always about right vs wrong, and results from personalities. The document recommends diagnosing the root causes of conflicts and taking action based on this diagnosis. It provides a model for moving beyond conflict through venting emotions and then resolving issues.
The document discusses misconceptions about conflict and provides strategies for effectively dealing with conflict. It outlines workshop objectives related to recognizing signs of conflict and learning approaches to conflict resolution. Some common misconceptions about conflict are that it is inherently bad, doesn't occur often, is always about right vs wrong, and results from personalities. The document recommends diagnosing the root causes of conflicts and taking action based on this diagnosis. It provides a model for moving beyond conflict through venting emotions and then resolving issues.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
Capable Lean Brain-friendly Change - can we bring business architecture, lean change, entrepreneurship, capability management and neuroscience together to help us deal with the messy business of change
This document provides an overview of a lecture on critical thinking skills. It discusses how to apply creative and critical thinking to daily situations, evaluate source documents, and analyze complex texts. It also covers how to locate issue and problem-solution documents using the virtual library.
The lecture discusses common bad thinking habits like believing one's own perspective is superior, saving face, resisting change, conformity, stereotyping, and self-deception. It emphasizes the importance of examining one's own thinking and perspectives honestly and objectively.
The homework assignment asks students to identify examples of when they or others have demonstrated three specific bad thinking habits covered in the lecture: mine-is-better thinking, face saving, or resistance to change.
Educating Decision Makers and Telling Our Story (aka Advocacy Lessons from t...Jim McKay
The document provides tips and strategies for educating decision makers and advocating for policy change. It recommends getting organized, developing an effective message, communicating with representatives, and setting up meetings. It also suggests defining goals, using strategy and messaging, being passionate, identifying opponents, connecting with lawmakers locally, bringing influential allies to meetings, and maintaining a good reputation. The overall message is that advocacy requires strategic planning, effective communication, and working together towards shared goals.
Before deciding on a course of action, prudent managers evaluate the situation confronting them. Unfortunately, some managers are cautious to a fault – taking costly steps to defend against unlikely outcomes. Others are overconfident – underestimating the range of potential outcomes. And still, others are highly impressionable – allowing memorable events in the past to dictate their view of what might be possible now.
These are just three of the well-documented psychological traps that afflict most managers at some point, assert authors John S. Hammond, Ralph L. Keeney, and Howard Raiffa in their 1998 article. Still, more pitfalls distort reasoning ability or cater to our own biases. Examples of the latter include the tendencies to stick with the status quo, to look for evidence confirming one’s preferences, and to throw good money after bad because it’s hard to admit making a mistake.
Luckily, techniques exist to overcome each one of these problems. For instance, since the way a problem is posed can influence how you think about it, try to reframe the question in various ways and ask yourself how your thinking might change for each version. Even if we can’t eradicate the distortions ingrained in the way our minds work, we can build tests like this into our decision-making processes to improve the quality of the choices we make.
This document discusses the importance of conceptual, critical, and creative thinking. It emphasizes that good decision making requires good thinking skills, and outlines various thinking techniques like asking questions, making connections, using analogies, and problem solving. It provides examples of different types of critical thinking and discusses how to develop skills like conceptual thinking, problem solving, and embracing uncertainty.
Logic blogs are online platforms where experts and enthusiasts share insights on various facets of logic. They cover formal and philosophical logic, critical thinking, logical fallacies, and practical applications like computer science. These blogs help readers improve their reasoning skills, understand complex concepts, and engage in discussions on logical topics. They often include tutorials and resources for learning, making them valuable educational tools. Logic blogs serve as hubs for individuals interested in enhancing their logical thinking abilities and exploring the profound world of reasoning.Logic Blogs.com
The document discusses decision making and some of the challenges involved. It covers topics like:
- The decision making process and different types of decisions.
- Factors that can influence decision making such as politics, group dynamics, and status.
- Common problems that arise in decision making like defining problems incorrectly, lack of clarity on goals, and incomplete information.
- Techniques for improving decision making like generating multiple options, evaluating alternatives, and considering consequences of choices.
The overall message is that decision making is complex and imperfect, with many potential pitfalls at each stage of the process due to cognitive and social factors. Care, analysis, and awareness of biases can help improve the quality of decisions.
Groupthink refers to a psychological phenomenon where people conform to group opinions even if they disagree. It occurs most often when groups are highly cohesive, face external threats, and have charismatic leaders. Symptoms include assuming invulnerability, ignoring warnings, stereotyping outsiders, and self-censorship. While groupthink speeds decisions, it risks poor outcomes from lacking diverse opinions and critical thinking. Leaders can minimize it by encouraging dissent, using subgroups, and obtaining outside perspectives.
This document discusses gamifying an online class by applying game elements and mechanics. It provides 9 steps to gamifying a class, which include deciding on class objectives, creating level-based module objectives, designing level content and activities, incorporating a narrative backstory, encouraging student interaction, and motivating students. Examples are given of level progression tied to grades, badges awarded for achievements, and leaderboards. The benefits of gamification for student engagement and motivation are highlighted, along with some potential challenges around student pacing and frustration. Resources on gamification concepts and tools for implementing gamified elements in Canvas courses are also provided.
The document discusses how to humanize online courses by focusing on the student experience and instructor participation. It recommends including a welcome letter, discussion forums with open-ended questions, allowing student contributions, using varied fonts and multimedia, and expressing personality as an instructor. The goal is to create an engaging educational experience rather than just delivering content.
The document discusses gamifying online classes by applying game design elements and techniques. It provides 10 steps to gamify a class, including starting with class objectives, creating module objectives and skills, designing badges for achievement levels, creating a backstory, deciding content for each level, designing student interaction, and motivating students. Key ideas are to allow learning from mistakes and get students contributing through discussions and surveys. The purpose is to increase student engagement and provide immediate feedback on progress by using principles of competition, achievement and collaboration common in game design.
The document provides tips and information for using various tools and features in the Canvas learning management system. It discusses how to customize course navigation and appearance, set up grading options, add modules and applications, create rubrics for assessments, use the discussion and comments tools for feedback, hold conferences, and introduces the Canvas community resource page.
Conflict is inevitable and can be productive if addressed properly. It arises from differences in goals or relationships and festers if ignored. Effective conflict resolution focuses on interests rather than positions and seeks mutual understanding. There are multiple approaches to handling conflict, each with benefits and costs, and the key is finding solutions where all sides satisfy their underlying interests. Good listening is essential to resolve conflicts productively.
Vimeo is an online video sharing platform created by Zach Klein and Jake Lodwick to provide high quality video sharing without the limitations of other sites. It is based in New York and led by CEO Kerry Trainor. Vimeo focuses on original, professional quality content and offers free basic memberships as well as pro memberships that provide more assistance and benefits for filmmakers and serious video creators.
You're Teaching a Hybrid Class Etudes Summit 2015 Jim Marteney
This document provides guidance for teaching a hybrid or blended class. It begins by acknowledging the challenges and uncertainties teachers may face in transitioning to this new format. It then addresses several key questions teachers should consider, such as determining the purpose of blending modalities, how online and in-person content and activities can complement each other, how to assess students, and how to ensure students understand the value of both components. Throughout, it emphasizes the importance of training and support for teachers taking on the new blended approach.
Connecting with Your Students Using Videos Etudes ConferenceJim Marteney
This document discusses using personal videos to connect with students. It recommends screen capture tools like Jing and Screencast-O-Matic to create instructional videos. Free tools like CCC Confer and paid tools like Camtasia and Screenflow are also mentioned. The document notes that quality videos can be created with an iPhone using a selfie stick. It provides tips for getting started with a free YouTube channel, including obtaining a Google account, uploading videos, and using captioning tools. The overall goal is to help instructors connect with students using personal videos.
The document discusses the process of perception and the creation of personal realities. It states that perception involves selecting, sorting, and interpreting information from the environment. It also asserts that reality is created in the mind and is shaped by one's experiences. The most difficult reality to create is of oneself, as people focus on the negatives and see what they expect. Stasis refers to one's personal status quo and feelings of physical and emotional balance within one's defined personal reality.
Discovering our Decision-Making Style Unit 5Jim Marteney
This document discusses decision making styles and provides information on:
- There is no single perfect decision making style; everyone has their own.
- There are two types of decisions - voluntary and involuntary.
- Daniel Kahneman and Amos Tversky studied decision making and developed tests to analyze styles.
- Four common decision making styles are outlined - Bull, Eagle, Bloodhound, Bee - each with different characteristics.
- Understanding individual styles can help with communication and decision making processes.
Foundations of Critical Thinking Unit FourJim Marteney
This document discusses different types of thinking, including lateral thinking, vertical thinking, emotional intelligence, and the six hats of thinking model. It introduces Edward de Bono's six thinking hats framework, where each hat represents a type of thinking - such as white for facts, red for emotions, black for caution, yellow for positive aspects, green for creativity, and blue for process. The six hats approach allows people to separate thinking into distinct roles and focus on one type of thinking at a time to make effective decisions.
This document discusses critical thinking and defines key concepts. It explains that critical thinking involves analyzing arguments using the rhetorical model, which examines the logic (logos), character (ethos), and emotion (pathos) of arguments. Critical thinkers focus on validity rather than truth, seeking to understand different perspectives rather than adhere to dogmatism. They recognize multiple positions can be valid and aim to find the most valid one based on a continuum of evidence rather than absolute truth.
This document discusses communication styles and concepts. It introduces four main communication styles - Eagle, Owl, Road Runner, and Dove. The Eagle style works quickly on tasks, the Owl works patiently on tasks, the Road Runner works quickly with people, and the Dove works patiently with people. It notes that our communication style is a combination of all four styles and that there is no single superior style, as each has strengths and challenges. The key takeaways are that the sender has primary responsibility for effective communication, perfect communication is impossible, and nonverbal communication carries most of the message's content.
The document discusses different types of argumentative behaviors - nonassertive, aggressive, and assertive. Assertive behavior seeks solutions that work for all parties in a "win-win" situation. While aggressive behaviors focus only on one side "winning," making the situation "win-lose." It is important for relationships to argue constructively and see conflicts from a "win-win" perspective, as resolving issues through open communication leads to long-term solutions. Losing an argument from time to time is okay and can help people learn and grow.
The document discusses effective team membership and running meetings. It defines the difference between groups and teams, with teams having a shared goal. Keys to effective team membership include making your team better by treating others as they want and need to be treated, and rewarding team members. When running a meeting, the leader should plan the objective, inform participants, prepare an agenda, structure discussions, and summarize decisions and action items. The overall goal is to make meetings effective and productive.
The document discusses critical thinking skills and the process of perception and reality. It defines critical thinking as one who analyzes and evaluates evidence to distinguish strong reasoning from biases. The perception process has three stages: select, sort, interpret. Reality is explained as our mental interpretation of our environment, shaped by experiences, and it differs for each individual based on their perspective. Arguments occur due to differences in peoples' realities.
Beliefs Attitudes Behavior in Critical ThinkingJim Marteney
This document discusses concepts related to beliefs, attitudes, values, and behavior. It introduces the "Big Four" of beliefs, attitudes, values, and behavior, with beliefs being the smallest units of awareness and values being enduring, salient beliefs. People strive for consistency, or stasis, between these concepts. When confronted with conflicting information, people will first need to be knocked off their stasis before changing. The two keys to change are adding new beliefs or altering behavior, as attitudes cannot be directly changed. Various value systems and codes of conduct are also presented, such as the Six Pillars of Character and Bushido Code.
This document discusses how language guides our thinking through four key areas: word choice, ambiguity, intensity, and definition. It notes that over 50% of communication is non-verbal and words only account for 7% of communication. Additionally, it explores how language shapes our reality through the Whorf-Sapir hypothesis and how words help determine how people interpret events. The document also examines doublespeak and politically correct language from the 1990s as examples of how language can disguise, distort, or reverse meanings.
This document discusses emotional intelligence and its importance. It defines emotional intelligence as tuning into one's feelings, senses, and emotions. It notes that emotional intelligence may be a better predictor of success than IQ. The document outlines five strategies for improving emotional intelligence: self-awareness, mood management, self-motivation, empathy, and relationship skills. It encourages the intelligent use of emotions for success.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
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বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
6. Status Quo Trap
Sins of commision punished
more than sins of omission
We instinctively stay with
what seems familiar.
More alternatives, stronger status quo
We look for decisions that involve
the least change
People want to avoid, “rocking the boat”
7. Justify Past
Actions Trap
more invested in the past,
more difficult to change
Don’t cultivate a
fear of failure
culture
8. Framing
Trap
The way a problem is worded or
“framed” can profoundly
influence the choices one makes
9. Framing
Trap
People are:
risk averse when a problem is
posed in terms of gains
risk seeking when a problem is
posed in terms of avoiding losses
10. Framing
Trap
Which would you choose?
A sure gain of $3,000
80% chance of winning $4,000
and a 20% chance of winning
nothing
11. Framing
Trap
Which would you choose?
A sure loss of $3,000
80% chance of losing $4,000
and a 20% chance of losing
nothing
12. Framing
Trap
Which production schedule
would you choose after hearing
that if you continue as you are,
all 6,000 units will be lost?
13. Framing
Trap
Plan A sure production of
2,000 units
Plan B a one-third chance that
6,000 units can be produced,
two-thirds that no units can be
produced.
14. Framing
Trap
Plan A sure production loss of
4,000 units
Plan B a one-third chance that
6,000 units can be produced
15. Framing
Trap
“Bird in the hand,
worth two in the
bush.”
16. Critical Thinking
Involves a persistent
effort to examine any
belief or supposed form
of knowledge in the
light of the evidence
that supports it.
17. Critical Thinking
Gives reasoned
consideration to
evidence, to contexts,
to conceptualizations,
to methods, and to
criteria.
18. Critical Thinking
Reaches factual or
judgmental conclusions
based on sound
inferences drawn from
unambiguous
statements of
knowledge and belief.
19. Ten Decision Challenges
1. Plunging In
2. Frame Blindness
3. Lack of Frame Control
4. Overconfidence in Your Judgment
5. Shortsighted Shortcuts
20. Ten Decision Challenges
6. Shooting From the Hip
7. Group Failure
8. Fooling Yourself About
Feedback
9. Not Keeping Track
10. Failure to Audit Your
Decision Process
23. Try Their Test
You are at a Would you go down
store in one end to the other end of
of the mall about the mall to
to purchase a purchase the same
calculator for calculator for
$25 $20
24. Try Their Test
You are at a Would you go down
store in one end to the other end of
of the mall about the mall to
to purchase a purchase the same
computer for computer for
$2000 $1995
25. Lateral Thinking
Edward Debono
Story of evil money
lender, debtor and his
beautiful daughter
26. Lateral Thinking
Engine Intelligence
Fuel Knowledge
Tuned Thinking
Smart = the integration of all three
30. Identify the Problem
“If I had only one hour
to save the world I
would spend fifty-five
minutes defining the
problem and only five
minutes finding the
solution.”
Albert Einstein
34. Asking the Right Questions
Is there a Problem?
How Significant is the Problem?
Structural or Attitudinal?
Is there a Solution?
Will the Solution Solve the Problem?
What are the negative effects?
Negative aspects outweigh the benefits?
35. Asking the Key Questions
Failed to ask
Key Question
Did Japanese
households have
conventional
western ovens?
40. Build a Consensus
Where all Group Members
at least partially agree
are committed to the decision
41. Build a Consensus
Avoid Arguing for
Just your Opinion
Avoid Win/Lose Situations
Seek Differences of Opinion
Use Group Pronouns
Orient Towards Group Goal
43. Leading a Supportive Group
Group strength from
effective merging of
participants
individual energy
Synergy
44. Leading a Supportive Group
Two Challenges Managing Group Tension
Groupthink
Abilene Paradox
45. Groupthink
The Mismanagement of Disagreement
Korean War Stalemate
Escalation of Vietnam War
Defense of Pearl Harbor
Irving Janis
Bay of Pigs Blunder
46. Groupthink
“The psychological
drive for consensus
at any cost that
suppresses dissent
and appraisal of
alternatives in
cohesive decision-
making groups”
Irving Janis
47. Groupthink
“I cannot imagine any
condition which
would cause a ship to
founder”
Edward J. Smith, Captain of
the Titanic
50. Groupthink
According to a scathing report
released by the Senate Intelligence
Committee, the United States went
to war with Iraq on
the basis of flawed intelligence
assessments.
The CIA analysts suffered a case of
Groupthink that rendered them
incapable of considering
that Iraq might have dismantled
its weapons programs.
Senate Intelligence Committee July 10 2004
51. Groupthink
Members avoid being
too harsh in their
judgments of their
leader’s or their
colleagues’ ideas.
They adopt a soft line
of criticism, even in
their own thinking.
52. Groupthink
At their meetings, all
the members are
amiable and seek
complete concurrence
on every important
issue, with no
bickering or conflict
to spoil the cozy, “we-
feeling” atmosphere.
----Psychology Today
53. Groupthink
Symptoms
Pressure for
Conformity
Self-Censorship
Illusion of
Unanimity
Mindguards
54. Groupthink
Negative Outcomes
Examine Few Alternatives
Not being critical of each other’s ideas
Not examining early alternatives
Not seeking expert opinion
Gathering Information Selectively
Not having contingency plans
55. Groupthink
Avoiding
Refrain from stating preference
Encourage member’s objections
Assign a Devil’s Advocate
Seek expert input
Call a “Second Chance Meeting”
Split into Sub-groups
56. Groupthink
The Key:
Someone with
the courage to
disagree.
57. Abilene Paradox
The Mismanagement of Agreement
Occurs when a group
takes action contrary to
the desires of the
members
and thus, defeats the
purpose of the group.
61. Implement Alternative
Change has considerable
impact on the human mind.
To the fearful, it is threatening because it
means things may get worse.
To the hopeful, it is encouraging
because things may get better.
To the confident, it is inspiring
because the challenge exists to make
things better.
63. “When you assemble a
number of (people) to
have advantage of their
joint wisdom, you
assemble with those
(people), all their
Prejudices, their passions, their errors of
opinion, their local interest, and their
selfish views.
From such an assembly can a perfect
production be expected?”
Ben Franklin
Constitutional Convention
September 15, 1787