Portafolio 3 Visibilidad y diseminación abierta del conocimientoDulce Guillen
Es un portafolio que presenta un proyecto encaminado a los estudiantes de inglés de diferentes niveles para que puedan hacer uso de los REA´s mediante diversas plataformas en línea que a su vez también forman parte de recursos educativos abiertos.
DARE2 Laila Pawlaks presentation on customer experiencesLaila Pawlak
The document discusses designing extraordinary customer experiences for an exponential world. It notes that technological growth has consistently outpaced predictions. It discusses focusing on customers by understanding what intrinsically and extrinsically drives them through the "Fundamental 4s" of helping customers feel, do, be and look better. Examples are given of companies that focus on these areas like apps that enhance skills or trigger emotions. It advocates designing experiences that positively impact customers and honor their values rather than focusing on technology or the company. The presentation encourages innovation at the edges and empowering customers through a thinkubator model.
The first edition of Yakshaprashnam, a nation-wide solo written quiz championship, was held across 15 campuses around the country on 11th October, with over 250 participants and conducted by NIT Silchar quiz club
Italy has a well-established national system for screening, diagnosis, and treatment of haemoglobinopathies like thalassemia and sickle cell disease (SCD). There are over 130 clinical centers and 20 molecular diagnostic laboratories. In 2010, over 7,000 patients were followed, including over 4,000 with thalassemia major and over 1,300 with SCD. National guidelines are developed by the Italian Society of Thalassemias and Haemoglobinopathies. Regional registries collect clinical data and the National Institute of Health maintains a national registry. Some treatment options like chelation therapy and genetic counseling are available. Further research collaborations and funding are recommended to continue progress.
Este documento describe los cuerpos del sistema solar, incluyendo el Sol, los planetas interiores y exteriores, así como sus lunas y satélites. Detalla las características físicas, composición y órbitas de cada planeta, incluyendo Mercurio, Venus, Tierra, Marte, Júpiter, Saturno y sus lunas como la Luna, Fobos, Deimos, Ío, Europa y más. También cubre cometas y meteoritos que orbitan en el sistema solar.
Plan para el aprovechamiento de las tic en los procesos de enseñanza aprendizajeGRUPO TICS
Este plan busca fomentar el uso de las TIC en los procesos de enseñanza-aprendizaje en la Institución Educativa Loma Hermosa. Sus objetivos son realizar un diagnóstico interno y externo de la institución, diseñar e implementar un plan para el uso de las TIC, y fomentar su uso en los procesos de enseñanza. El plan propone formación docente, redes de docentes, investigación, y desarrollar competencias TIC en estudiantes.
Portafolio 3 Visibilidad y diseminación abierta del conocimientoDulce Guillen
Es un portafolio que presenta un proyecto encaminado a los estudiantes de inglés de diferentes niveles para que puedan hacer uso de los REA´s mediante diversas plataformas en línea que a su vez también forman parte de recursos educativos abiertos.
DARE2 Laila Pawlaks presentation on customer experiencesLaila Pawlak
The document discusses designing extraordinary customer experiences for an exponential world. It notes that technological growth has consistently outpaced predictions. It discusses focusing on customers by understanding what intrinsically and extrinsically drives them through the "Fundamental 4s" of helping customers feel, do, be and look better. Examples are given of companies that focus on these areas like apps that enhance skills or trigger emotions. It advocates designing experiences that positively impact customers and honor their values rather than focusing on technology or the company. The presentation encourages innovation at the edges and empowering customers through a thinkubator model.
The first edition of Yakshaprashnam, a nation-wide solo written quiz championship, was held across 15 campuses around the country on 11th October, with over 250 participants and conducted by NIT Silchar quiz club
Italy has a well-established national system for screening, diagnosis, and treatment of haemoglobinopathies like thalassemia and sickle cell disease (SCD). There are over 130 clinical centers and 20 molecular diagnostic laboratories. In 2010, over 7,000 patients were followed, including over 4,000 with thalassemia major and over 1,300 with SCD. National guidelines are developed by the Italian Society of Thalassemias and Haemoglobinopathies. Regional registries collect clinical data and the National Institute of Health maintains a national registry. Some treatment options like chelation therapy and genetic counseling are available. Further research collaborations and funding are recommended to continue progress.
Este documento describe los cuerpos del sistema solar, incluyendo el Sol, los planetas interiores y exteriores, así como sus lunas y satélites. Detalla las características físicas, composición y órbitas de cada planeta, incluyendo Mercurio, Venus, Tierra, Marte, Júpiter, Saturno y sus lunas como la Luna, Fobos, Deimos, Ío, Europa y más. También cubre cometas y meteoritos que orbitan en el sistema solar.
Plan para el aprovechamiento de las tic en los procesos de enseñanza aprendizajeGRUPO TICS
Este plan busca fomentar el uso de las TIC en los procesos de enseñanza-aprendizaje en la Institución Educativa Loma Hermosa. Sus objetivos son realizar un diagnóstico interno y externo de la institución, diseñar e implementar un plan para el uso de las TIC, y fomentar su uso en los procesos de enseñanza. El plan propone formación docente, redes de docentes, investigación, y desarrollar competencias TIC en estudiantes.
Rethinking Rationality In Business And Economics - Aditya YadavAditya Yadav
Rationality is based on having appropriate data, models, and goals given one's context. Behavioral economics often assumes behaviors are irrational without considering individuals' perspectives. The document argues that what appears irrational may be rational for that person given their information and aims. It says rationality varies situationally and is better defined as consistency with one's reasons and optimal decisions given their constraints. Overall, rationality is a complex, relative concept rather than an absolute measure of behavior.
1) To analyze power plays within and between organizations, a framework must be built starting from the sources of power and how it is wielded bilaterally and through networks.
2) Power is derived from various sources like authority, social influence, resources, expertise, and persuasion, and is proportional to the discretion one has in utilizing the source of power.
3) Total power is calculated by considering the inherent capabilities that provide power, the discretion one has in wielding that power, the number of targets impacted, and the direction and degree of impact on sources and targets.
The Art Of Stealing & Absorptive Capacity - Aditya YadavAditya Yadav
The document discusses the concept of absorptive capacity, which refers to a company's ability to utilize external knowledge. It explains that effective "stealing" of ideas requires high absorptive capacity, which depends on prior related knowledge, diversity of backgrounds, and investment in internal R&D. Absorptive capacity is cumulative and path-dependent, increasing with continuous investment. It also relates to a company's adaptive capacity and ability to learn, store knowledge, and make flexible decisions. The document provides formulas for calculating the potential value dispersion in an ecosystem based on the absorptive and adaptive capacities of companies within it.
Meta-Models & The Reality Behind Management By Instincts & Experience - Adity...Aditya Yadav
This document discusses how to balance facts, experience, and instincts in management. It argues that using multiple models together (meta-modeling) provides better outcomes than relying on any single model, specialist, or gut feeling. Generalists who can synthesize various perspectives tend to make better decisions than specialists focused on just one area. The key is combining independent models to reduce the chance that all are wrong. This approach mirrors how the human brain naturally analyzes situations from different angles to reach informed conclusions. Well-rounded thinking will outperform any single-dimensional view.
Toughest Things First & Normative Multi-Tasking - Aditya YadavAditya Yadav
- The document discusses how large companies can implement agile practices despite their size and complexity.
- It advocates stacking difficult tasks early when energy and motivation are highest, and recommends dedicating focused 20-minute chunks of time to single tasks to maximize productivity instead of constant multitasking.
- Research shows that multitasking reduces IQ, productivity, and competence, so the document proposes organizing work into toughest tasks first, quickest tasks during breaks, long-term projects, and just-in-time deadline tasks.
The Innovation Workflow - From Pre-Idea To Delivering Innovation - Aditya YadavAditya Yadav
1. The document discusses running innovation in a large, global Fortune 500 company with 200 divisions across 40 countries and 25,000 employees.
2. It presents a philosophy that breaking down past innovations into parts and tagging them allows drawing a mental model of the innovation workflow and what to expect.
3. Key aspects of innovation discussed include preparation, idea generation, testing, learning, overcoming challenges, and ultimately delivering value to succeed. Innovation is described as an orchestration of many interconnected factors.
This document discusses running an agile Fortune 500 company and provides innovation heuristics. It describes a typical global company as having 200 divisions across 40 countries and 25,000 employees. It then lists over 50 heuristics or rules of thumb for approaching innovation problems in complex environments. The heuristics include thinking outside the box, starting with many ideas, learning from other industries, eliminating risks for customers, and challenging assumptions.
Imagination Creativity & Innovation Primer - Aditya YadavAditya Yadav
Imagination precedes creativity and innovation. Creativity is using imagination to manifest new ideas or designs for a single context, while innovation extrapolates those ideas or patterns to solve problems in other contexts. The human brain naturally finds and recombines patterns to imagine new things. While everyone is born with imagination, creativity and innovation can be cultivated by learning basic rules, experimenting, prototyping, and asking questions without obstruction from processes or documentation. Preventing questioning kills the pipeline of imagination, creativity, and innovation.
This document discusses managing risk at a large, global Fortune 500 company with 25,000 employees across 40 countries. It begins by asking how to manage risk, but then suggests looking first at how not to manage risk through "synthetic risk management." It lists 25 different risky strategies to avoid, such as ignoring risk, hiding risk, manipulating probabilities, underestimating costs, and making qualitative analyses seem quantitative. The overall message is that companies should thoughtfully manage risk through established strategies like avoiding, controlling, accepting, or transferring risk, rather than using misleading or irresponsible tactics.
This document discusses how large companies can take an agile approach to managing crises. It argues that crises represent both risks and opportunities. Rather than solely focusing on risk avoidance and reduction, companies should view crises as opportunities to drive change, growth, innovation and other benefits. By exploiting the opportunities presented by crises, their intensity and frequency can decrease over time. The document provides recommendations for how to evaluate crises as potential business opportunities and appropriately charge fees to take advantage of those opportunities. It emphasizes that crises create a chance to share risks and rewards towards positive transformation.
The Risk Opportunity Duality - Aditya YadavAditya Yadav
- The document discusses how to minimize risk while still allowing opportunities at a large Fortune 500 company with 25,000 employees across 40 countries.
- It presents a telecom-media value bundle business model simulation with parameters like bandwidth bought and sold, operational costs, number of consumers, and resulting revenue and profit.
- It argues that risk almost always implies opportunity, and the opportunities exist in changing input/output combinations, making better choices, or moving means and reducing standard deviations to capture more value from risks. Managing risk well is key to business success and higher profits.
The Myth Of Business Models - Aditya YadavAditya Yadav
- The document discusses running an agile Fortune 500 company with many divisions across countries.
- It emphasizes understanding business models through quantitative modeling of inputs, choices/variations, and outputs rather than just copying strategies from other companies.
- An example business model for a telecom-media value bundle is modeled through Monte Carlo simulation, showing high risks and potential downsides that would need to be addressed before pursuing the business idea. Quantitative modeling of ideas is preferable to just pursuing ideas based on passion.
This document discusses running an agile Fortune 500 company with many divisions, countries, and employees. It introduces the concept of "Mecha-Despair", where support systems are designed with predefined responses that are inappropriate for real situations, causing frustration. To increase customer satisfaction, the document argues we must tackle Mecha-Despair by designing systems for alternate workflows and manual overrides instead of strict standardization, improving the human experience until artificial intelligence can better serve human needs and interests.
This document discusses balancing processes and outcomes in large organizations. It argues that organizations should:
1) Only maximize processes and standardization when outcomes are repeatable. Otherwise, minimize processes.
2) Reward outcomes when they are repeatable, and reward processes when outcomes are not inherently repeatable.
3) Process-driven companies should reward results, not just process compliance. Companies without clear processes should reward the processes used, not just outcomes.
Balancing a focus on processes and outcomes in this way can help large, complex organizations overcome conflicts between "process people" and those who dislike processes.
Educational Reform - Stop Certifying For A Purpose - Aditya YadavAditya Yadav
- The current education system is outdated and designed for mass production and standardization, certifying students for specific purposes.
- Education should be student-centric, personalized, adaptive, and focus on skills like creativity, critical thinking, and problem solving through collaborative and immersive learning.
- If the goal was not certifying students for a purpose but rather having them graduate from the university and define their own purpose, the entire system could be rethought to be more flexible and focused on learning. Students would choose courses across departments to accomplish their goals.
This document discusses the concepts of physical and mental fatigue. It defines fatigue as a subjective feeling of tiredness that is distinct from weakness and can be alleviated by rest. Physical fatigue is the temporary inability of muscles to perform optimally due to factors like exercise, while mental fatigue is a temporary decrease in cognitive performance from prolonged cognitive activity. Both types of fatigue can be caused by lack of sleep, stress, overexertion and other factors. The document also discusses emotional exhaustion and provides classifications of different emotions.
The document discusses running an agile Fortune 500 company with 200 divisions across 40 countries and 25,000 employees. It suggests keeping things simple by starting with structured documentation to research and honestly analyze relationships with customers, employees, partners and other stakeholders over the short, mid and long term. This includes establishing entry, sustaining, "give up but stay" and exit criteria to assess factors like incentives, rewards, costs, profits, quality and growth.
Understanding Impossible & Making Things Happen - Aditya YadavAditya Yadav
This document discusses running an agile Fortune 500 company. It describes a typical large global company with many divisions, countries, employees. The original question was that it seems impossible to enact any change or move past the status quo. However, the correct question is to define what "impossible" means. The document then lists questions to ask to determine if something labeled as impossible truly is or if it's due to other factors like a lack of understanding, willingness to change, or personal risk. It emphasizes understanding the purpose and values, asking why and why not, and getting details rather than opinions to determine if change is truly impossible.
This document outlines problems with traditional top-down management structures and proposes adopting a bottom-up "synthetic management" approach. It argues that current management practices lead to overspecialization, bureaucracy, and incompetence. Instead, it advocates empowering employees by giving them information, budgets, and policies to do their work autonomously while collaborating with peers. With these changes, managers would be freed from unnecessary monitoring and reporting tasks and could take on a coaching role to help teams rather than control them from above. The goal is to eliminate bureaucracy and optimize organizational performance by treating knowledge workers as competent adults rather than "inconsequential cogs."
5 key differences between Hard skill and Soft skillsRuchiRathor2
𝐓𝐡𝐞 𝐏𝐞𝐫𝐟𝐞𝐜𝐭 𝐁𝐥𝐞𝐧𝐝:
𝐖𝐡𝐲 𝐘𝐨𝐮 𝐍𝐞𝐞𝐝 𝐁𝐨𝐭𝐡 𝐇𝐚𝐫𝐝 & 𝐒𝐨𝐟𝐭 𝐒𝐤𝐢𝐥𝐥𝐬 𝐭𝐨 𝐓𝐡𝐫𝐢𝐯𝐞 💯
In today's dynamic and competitive market, a well-rounded skillset is no longer a luxury - it's a necessity.
While technical expertise (hard skills) is crucial for getting your foot in the door, it's the combination of hard and soft skills that propels you towards long-term success and career advancement. ✨
Think of it like this: Imagine a highly skilled carpenter with a masterful understanding of woodworking (hard skills). But if they struggle to communicate effectively with clients, collaborate with builders, or adapt to project changes (soft skills), their true potential remains untapped. 😐
The synergy between hard and soft skills is what creates true value in the workplace. Strong communication allows you to clearly articulate your technical expertise, while problem-solving skills help you navigate complex challenges alongside your team. 💫
By actively developing both sets of skills, you position yourself as a well-rounded professional who can not only perform tasks efficiently but also contribute meaningfully to a collaborative and dynamic work environment.
Go through the carousel and let me know your views 🤩
Rethinking Rationality In Business And Economics - Aditya YadavAditya Yadav
Rationality is based on having appropriate data, models, and goals given one's context. Behavioral economics often assumes behaviors are irrational without considering individuals' perspectives. The document argues that what appears irrational may be rational for that person given their information and aims. It says rationality varies situationally and is better defined as consistency with one's reasons and optimal decisions given their constraints. Overall, rationality is a complex, relative concept rather than an absolute measure of behavior.
1) To analyze power plays within and between organizations, a framework must be built starting from the sources of power and how it is wielded bilaterally and through networks.
2) Power is derived from various sources like authority, social influence, resources, expertise, and persuasion, and is proportional to the discretion one has in utilizing the source of power.
3) Total power is calculated by considering the inherent capabilities that provide power, the discretion one has in wielding that power, the number of targets impacted, and the direction and degree of impact on sources and targets.
The Art Of Stealing & Absorptive Capacity - Aditya YadavAditya Yadav
The document discusses the concept of absorptive capacity, which refers to a company's ability to utilize external knowledge. It explains that effective "stealing" of ideas requires high absorptive capacity, which depends on prior related knowledge, diversity of backgrounds, and investment in internal R&D. Absorptive capacity is cumulative and path-dependent, increasing with continuous investment. It also relates to a company's adaptive capacity and ability to learn, store knowledge, and make flexible decisions. The document provides formulas for calculating the potential value dispersion in an ecosystem based on the absorptive and adaptive capacities of companies within it.
Meta-Models & The Reality Behind Management By Instincts & Experience - Adity...Aditya Yadav
This document discusses how to balance facts, experience, and instincts in management. It argues that using multiple models together (meta-modeling) provides better outcomes than relying on any single model, specialist, or gut feeling. Generalists who can synthesize various perspectives tend to make better decisions than specialists focused on just one area. The key is combining independent models to reduce the chance that all are wrong. This approach mirrors how the human brain naturally analyzes situations from different angles to reach informed conclusions. Well-rounded thinking will outperform any single-dimensional view.
Toughest Things First & Normative Multi-Tasking - Aditya YadavAditya Yadav
- The document discusses how large companies can implement agile practices despite their size and complexity.
- It advocates stacking difficult tasks early when energy and motivation are highest, and recommends dedicating focused 20-minute chunks of time to single tasks to maximize productivity instead of constant multitasking.
- Research shows that multitasking reduces IQ, productivity, and competence, so the document proposes organizing work into toughest tasks first, quickest tasks during breaks, long-term projects, and just-in-time deadline tasks.
The Innovation Workflow - From Pre-Idea To Delivering Innovation - Aditya YadavAditya Yadav
1. The document discusses running innovation in a large, global Fortune 500 company with 200 divisions across 40 countries and 25,000 employees.
2. It presents a philosophy that breaking down past innovations into parts and tagging them allows drawing a mental model of the innovation workflow and what to expect.
3. Key aspects of innovation discussed include preparation, idea generation, testing, learning, overcoming challenges, and ultimately delivering value to succeed. Innovation is described as an orchestration of many interconnected factors.
This document discusses running an agile Fortune 500 company and provides innovation heuristics. It describes a typical global company as having 200 divisions across 40 countries and 25,000 employees. It then lists over 50 heuristics or rules of thumb for approaching innovation problems in complex environments. The heuristics include thinking outside the box, starting with many ideas, learning from other industries, eliminating risks for customers, and challenging assumptions.
Imagination Creativity & Innovation Primer - Aditya YadavAditya Yadav
Imagination precedes creativity and innovation. Creativity is using imagination to manifest new ideas or designs for a single context, while innovation extrapolates those ideas or patterns to solve problems in other contexts. The human brain naturally finds and recombines patterns to imagine new things. While everyone is born with imagination, creativity and innovation can be cultivated by learning basic rules, experimenting, prototyping, and asking questions without obstruction from processes or documentation. Preventing questioning kills the pipeline of imagination, creativity, and innovation.
This document discusses managing risk at a large, global Fortune 500 company with 25,000 employees across 40 countries. It begins by asking how to manage risk, but then suggests looking first at how not to manage risk through "synthetic risk management." It lists 25 different risky strategies to avoid, such as ignoring risk, hiding risk, manipulating probabilities, underestimating costs, and making qualitative analyses seem quantitative. The overall message is that companies should thoughtfully manage risk through established strategies like avoiding, controlling, accepting, or transferring risk, rather than using misleading or irresponsible tactics.
This document discusses how large companies can take an agile approach to managing crises. It argues that crises represent both risks and opportunities. Rather than solely focusing on risk avoidance and reduction, companies should view crises as opportunities to drive change, growth, innovation and other benefits. By exploiting the opportunities presented by crises, their intensity and frequency can decrease over time. The document provides recommendations for how to evaluate crises as potential business opportunities and appropriately charge fees to take advantage of those opportunities. It emphasizes that crises create a chance to share risks and rewards towards positive transformation.
The Risk Opportunity Duality - Aditya YadavAditya Yadav
- The document discusses how to minimize risk while still allowing opportunities at a large Fortune 500 company with 25,000 employees across 40 countries.
- It presents a telecom-media value bundle business model simulation with parameters like bandwidth bought and sold, operational costs, number of consumers, and resulting revenue and profit.
- It argues that risk almost always implies opportunity, and the opportunities exist in changing input/output combinations, making better choices, or moving means and reducing standard deviations to capture more value from risks. Managing risk well is key to business success and higher profits.
The Myth Of Business Models - Aditya YadavAditya Yadav
- The document discusses running an agile Fortune 500 company with many divisions across countries.
- It emphasizes understanding business models through quantitative modeling of inputs, choices/variations, and outputs rather than just copying strategies from other companies.
- An example business model for a telecom-media value bundle is modeled through Monte Carlo simulation, showing high risks and potential downsides that would need to be addressed before pursuing the business idea. Quantitative modeling of ideas is preferable to just pursuing ideas based on passion.
This document discusses running an agile Fortune 500 company with many divisions, countries, and employees. It introduces the concept of "Mecha-Despair", where support systems are designed with predefined responses that are inappropriate for real situations, causing frustration. To increase customer satisfaction, the document argues we must tackle Mecha-Despair by designing systems for alternate workflows and manual overrides instead of strict standardization, improving the human experience until artificial intelligence can better serve human needs and interests.
This document discusses balancing processes and outcomes in large organizations. It argues that organizations should:
1) Only maximize processes and standardization when outcomes are repeatable. Otherwise, minimize processes.
2) Reward outcomes when they are repeatable, and reward processes when outcomes are not inherently repeatable.
3) Process-driven companies should reward results, not just process compliance. Companies without clear processes should reward the processes used, not just outcomes.
Balancing a focus on processes and outcomes in this way can help large, complex organizations overcome conflicts between "process people" and those who dislike processes.
Educational Reform - Stop Certifying For A Purpose - Aditya YadavAditya Yadav
- The current education system is outdated and designed for mass production and standardization, certifying students for specific purposes.
- Education should be student-centric, personalized, adaptive, and focus on skills like creativity, critical thinking, and problem solving through collaborative and immersive learning.
- If the goal was not certifying students for a purpose but rather having them graduate from the university and define their own purpose, the entire system could be rethought to be more flexible and focused on learning. Students would choose courses across departments to accomplish their goals.
This document discusses the concepts of physical and mental fatigue. It defines fatigue as a subjective feeling of tiredness that is distinct from weakness and can be alleviated by rest. Physical fatigue is the temporary inability of muscles to perform optimally due to factors like exercise, while mental fatigue is a temporary decrease in cognitive performance from prolonged cognitive activity. Both types of fatigue can be caused by lack of sleep, stress, overexertion and other factors. The document also discusses emotional exhaustion and provides classifications of different emotions.
The document discusses running an agile Fortune 500 company with 200 divisions across 40 countries and 25,000 employees. It suggests keeping things simple by starting with structured documentation to research and honestly analyze relationships with customers, employees, partners and other stakeholders over the short, mid and long term. This includes establishing entry, sustaining, "give up but stay" and exit criteria to assess factors like incentives, rewards, costs, profits, quality and growth.
Understanding Impossible & Making Things Happen - Aditya YadavAditya Yadav
This document discusses running an agile Fortune 500 company. It describes a typical large global company with many divisions, countries, employees. The original question was that it seems impossible to enact any change or move past the status quo. However, the correct question is to define what "impossible" means. The document then lists questions to ask to determine if something labeled as impossible truly is or if it's due to other factors like a lack of understanding, willingness to change, or personal risk. It emphasizes understanding the purpose and values, asking why and why not, and getting details rather than opinions to determine if change is truly impossible.
This document outlines problems with traditional top-down management structures and proposes adopting a bottom-up "synthetic management" approach. It argues that current management practices lead to overspecialization, bureaucracy, and incompetence. Instead, it advocates empowering employees by giving them information, budgets, and policies to do their work autonomously while collaborating with peers. With these changes, managers would be freed from unnecessary monitoring and reporting tasks and could take on a coaching role to help teams rather than control them from above. The goal is to eliminate bureaucracy and optimize organizational performance by treating knowledge workers as competent adults rather than "inconsequential cogs."
5 key differences between Hard skill and Soft skillsRuchiRathor2
𝐓𝐡𝐞 𝐏𝐞𝐫𝐟𝐞𝐜𝐭 𝐁𝐥𝐞𝐧𝐝:
𝐖𝐡𝐲 𝐘𝐨𝐮 𝐍𝐞𝐞𝐝 𝐁𝐨𝐭𝐡 𝐇𝐚𝐫𝐝 & 𝐒𝐨𝐟𝐭 𝐒𝐤𝐢𝐥𝐥𝐬 𝐭𝐨 𝐓𝐡𝐫𝐢𝐯𝐞 💯
In today's dynamic and competitive market, a well-rounded skillset is no longer a luxury - it's a necessity.
While technical expertise (hard skills) is crucial for getting your foot in the door, it's the combination of hard and soft skills that propels you towards long-term success and career advancement. ✨
Think of it like this: Imagine a highly skilled carpenter with a masterful understanding of woodworking (hard skills). But if they struggle to communicate effectively with clients, collaborate with builders, or adapt to project changes (soft skills), their true potential remains untapped. 😐
The synergy between hard and soft skills is what creates true value in the workplace. Strong communication allows you to clearly articulate your technical expertise, while problem-solving skills help you navigate complex challenges alongside your team. 💫
By actively developing both sets of skills, you position yourself as a well-rounded professional who can not only perform tasks efficiently but also contribute meaningfully to a collaborative and dynamic work environment.
Go through the carousel and let me know your views 🤩
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
LinkedIn for Your Job Search June 17, 2024Bruce Bennett
This webinar helps you understand and navigate your way through LinkedIn. Topics covered include learning the many elements of your profile, populating your work experience history, and understanding why a profile is more than just a resume. You will be able to identify the different features available on LinkedIn and where to focus your attention. We will teach how to create a job search agent on LinkedIn and explore job applications on LinkedIn.
Parabolic antenna alignment system with Real-Time Angle Position FeedbackStevenPatrick17
Introduction
Parabolic antennas are a crucial component in many communication systems, including satellite communications, radio telescopes, and television broadcasting. Ensuring these antennas are properly aligned is vital for optimal performance and signal strength. A parabolic antenna alignment system, equipped with real-time angle position feedback and fault tracking, is designed to address this need. This document delves into the components, design, and implementation of such a system, highlighting its significance and applications.
Importance of Parabolic Antenna Alignment
The alignment of a parabolic antenna directly affects its performance. Even minor misalignments can lead to significant signal loss, which can degrade the quality of the received signal or cause communication failures. Proper alignment ensures that the antenna's focal point is accurately directed toward the signal source, maximizing the antenna's gain and efficiency. This precision is especially crucial in applications like satellite communications, where the antenna must track geostationary satellites with high accuracy.
Components of a Parabolic Antenna Alignment System
A parabolic antenna alignment system typically includes the following components:
Parabolic Dish: The primary reflector that collects and focuses incoming signals.
Feedhorn and Low Noise Block (LNB): Positioned at the dish's focal point to receive signals.
Stepper or Servo Motors: Adjust the azimuth (horizontal) and elevation (vertical) angles of the antenna.
Microcontroller (e.g., Arduino, Raspberry Pi): Processes sensor data and controls the motors.
Potentiometers: Provide feedback on the antenna's current angle positions.
Fault Detection Sensors: Monitor for potential faults such as cable discontinuities or LNB failures.
Control Software: Runs on the microcontroller, handling real-time processing and decision-making.
Real-Time Angle Position Feedback
Real-time feedback on the antenna's angle position is essential for maintaining precise alignment. This feedback is typically provided by potentiometers or rotary encoders, which continuously monitor the azimuth and elevation angles. The microcontroller reads this data and adjusts the motors accordingly to keep the antenna aligned with the signal source.
Fault Tracking in Antenna Alignment Systems
Fault tracking is vital for the reliability and performance of the antenna system. Common faults include cable discontinuities, LNB malfunctions, and motor failures. Sensors integrated into the system can detect these faults and either notify the user or initiate corrective actions automatically.
Design and Implementation
1. Parabolic Dish and Feedhorn
The parabolic dish is designed to reflect incoming signals to a focal point where the feedhorn and LNB are located. The dish's size and shape depend on the specific application and frequency range.
2. Motors and Position Control
Stepper motors or servo motors are used to control the azimuth and elevation of
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Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
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4. *
*Original Question “We want our Employees to
be Loyal…”
*The Correct Question - “That doesn’t even
seem to be a fair expectation in a Capitalistic
World. Allow me to explain...”
6. *
* Yes, money can buy you happiness, says a study, finally putting an end to the age-old
debate.
* This is because cash is the most important factor in making people feel
content, according to the study by a dozen academics from around the world. In
fact, the researchers have based their conclusion on an analysis of an array of data
from 126 countries across the world, the British media reported.
* The findings by the Institute of Economic Affairs have shown that happiness levels
correlate with the amount of wealth a person accumulates . And, it does not level off
when the assets reach a certain threshold , say the researchers.
* The finding contradicts the widely held belief that above a certain income
level, people do not become any happier.
* The study argues a 20% rise in income has the same impact on wellbeing irrespective of
how much wealth the person has initially. "No country is rich enough to have hit a
satiation point, if such a point exists. These findings are robust and use an extremely
rich set of data. Richer individuals are happier with their lives," the study says. This
holds true for more or less all the countries in which "the relationship between income
and satisfaction is similar".
* http://articles.timesofindia.indiatimes.com/2012-01-
17/science/30634757_1_happiness-countries-study
7. *
* In Academia we have a concept in Research called Cetris Paribus meaning – all other
things being equal/constant.
* It is of utmost importance to understand how someone reaches a conclusion and what
are his assumptions, models, attributes he holds constant
* What is Love and Happiness? Or a broader question. What is Reality?
* Reality is our perception of the world we live in. We perceive love and happiness.
* If Happiness and Love is what you percieve. Then everything else remaining constant
Money doesn’t Hurt in getting more of anything you can perceive it actually augments
the perception e.g. Love and Happiness
* So what’s left is to discuss “Money can’t buy you health” I think that too is Debateable.
Lets use the principle of cetris paribus
* Money wont buy or substitute health but everything else remaining constant it will buy
you “The best healthcare in the world” cetris paribus.
* Which means everything else remaining equal. Money gets you more love, happiness
and health.
* Or as the Career Counsellor of Indian School of Business once told me and my newly
wed wifey. “Happiness in a family is directly proportional to the monthly income of the
family’
8. *
* There are many people who sacrifice themselves and their families
(they decide the sacrifice on behalf of their families unilaterally most
of the times) for the greater good of the Society
* Again Statistics says “Unless you are a Saint such an approach has
very limited impact on the society IN COMPARISON TO helping
yourself first, becoming successful and then doing something for the
society”
* Again lets use Cetris Paribus – we state that everyone in the team
under research has one thing common “They all want to do good for
the Society”
* Who succeeds in doing so with the most impact?
* Statistical Answer: Social Impact has a very high correlation with the
level of Success of the Individuals cetris paribus (everything else
remaining equal)
* Answer: Help yourself and then help others. That’s the right and
perhaps the only way to go about making a difference in our society
9. *
* There is a huge debate going on in the world about the need for MBA’s to Be Altruistic, or in general for
Employees to be altruistic (And Loyal [@#$#@%^^%] or something like that!!!)
* Lets assume we are not talking about Charitable Causes/Businesses
* Once we assume that we realize that Employee Altruism is a One Way Street.
* Businesses are not there for Charity. They are there for a specific purpose and it is universally accepted
that that purpose is to make money.
* Altruism is a loss making proposition for the employee and his family
* If you buy into their argument Business’s will only exploit it to make more and more money
* When Businessmen debate “Whether we should hire MBA’s or not?” they are basically discussing “Should
we even share our wealth and success with these guys”
* Now answer me this “Which Ivy League MBA works less than 14 hours a day 7 days a week for his
employers?” Now you want them to do it for you for Free??????
* How is altruism going to work within the Realities mentioned above and this world when an MBA spends
$300,000 on his education and 5-6 years of his life getting ready for the education and getting that
education? And you have to carry debt for the next 10 years of your life?
* Conclusion: Altruism is a Two Way Street…
* Conclusion: It’s a Capitalistic World, there is nothing like a free lunch.
* Also The Reality of the world also is that how much ever money businesses have they cannot equitably
distribute it amongst their employees, the amount will be inconsequential.