The document outlines the idealized planning process, which typically involves 7 steps: 1) defining a problem or goal, 2) gathering information, 3) making projections and forecasts, 4) determining alternatives, 5) selecting a preferred strategy or course of action, 6) implementing the strategy or action, and 7) evaluating the results and repeating the process as needed. However, the document notes that the planning process is often not so straightforward in practice.
2016 NCAIR Analytics: Reflective to PredictiveDavid Onder
As the spotlight for increased transparency and accountability continue to shine upon higher education a need for more granular data regarding student retention and graduation has become a critical component in the decision making process for both faculty and staff. Developing an extensive program-level retention and graduation report is needed to inform faculty and staff as to the outcomes of their efforts and how to improve for the future. And while this kind of data is great for reflection and summative assessment, there has become an increasing need for data to become more predictive so preventative steps may be taken in a more formative assessment style. This session will explore the reporting of program-level retention and graduation and what the future holds for more predictive insights through the use of data mining and machine learning.
Presentation: How Women Leaders Can Avoid Disasters Through Science-Based Dec...Gleb Tsipursky
No one wants to make decisions that lead to disasters. Yet when was the last time you regretted a decision at work – one that cost money and time, brought about unnecessary stress and conflict, hurt reputation and team morale? Do you know what led you or your team to the decisions you now regret? Have you figured out how to avoid making such regrettable decisions and harmful outcomes in the future? Fortunately, you can learn how to minimize everyday mishaps and major disasters through applying decision-making science. This presentation draws on research in decision-making and emotional and social intelligence as well as real-world case studies to help optimize the process of decision-making for leaders, teams, and organizations, with a specific focus on how women make decisions.
Learning Objectives:
- How to gain awareness of and escape the cycle of making decisions you and your team later regret in your workplace, thus avoiding disastrous decisions
- How to identify a series of problematic thinking and feeling patterns – what scholars call cognitive biases – that cause us to make regrettable decisions
- What cognitive biases are most typical among women
- How women make decisions in ways that are different from men
- How to take advantage of recent research in behavioral sciences to deal with cognitive biases in the workplace
- How to combine intuitive and analytical thinking to help you make the best possible decisions in an environment of uncertainty
- How to adapt this research to your needs through easy-to-use strategies for effective decision-making
- How to help yourself and your team implement these strategies thoroughly for optimal decision-making processes
- How to exert influence effectively on team decision-making from any role in the team, while helping maintain trust, engagement, and commitment among team members
- How to identify the competing interests of multiple stakeholders, especially in a context of uncertainty and transition, and coordinate them to achieving the organization’s goals
2016 NCAIR Analytics: Reflective to PredictiveDavid Onder
As the spotlight for increased transparency and accountability continue to shine upon higher education a need for more granular data regarding student retention and graduation has become a critical component in the decision making process for both faculty and staff. Developing an extensive program-level retention and graduation report is needed to inform faculty and staff as to the outcomes of their efforts and how to improve for the future. And while this kind of data is great for reflection and summative assessment, there has become an increasing need for data to become more predictive so preventative steps may be taken in a more formative assessment style. This session will explore the reporting of program-level retention and graduation and what the future holds for more predictive insights through the use of data mining and machine learning.
Presentation: How Women Leaders Can Avoid Disasters Through Science-Based Dec...Gleb Tsipursky
No one wants to make decisions that lead to disasters. Yet when was the last time you regretted a decision at work – one that cost money and time, brought about unnecessary stress and conflict, hurt reputation and team morale? Do you know what led you or your team to the decisions you now regret? Have you figured out how to avoid making such regrettable decisions and harmful outcomes in the future? Fortunately, you can learn how to minimize everyday mishaps and major disasters through applying decision-making science. This presentation draws on research in decision-making and emotional and social intelligence as well as real-world case studies to help optimize the process of decision-making for leaders, teams, and organizations, with a specific focus on how women make decisions.
Learning Objectives:
- How to gain awareness of and escape the cycle of making decisions you and your team later regret in your workplace, thus avoiding disastrous decisions
- How to identify a series of problematic thinking and feeling patterns – what scholars call cognitive biases – that cause us to make regrettable decisions
- What cognitive biases are most typical among women
- How women make decisions in ways that are different from men
- How to take advantage of recent research in behavioral sciences to deal with cognitive biases in the workplace
- How to combine intuitive and analytical thinking to help you make the best possible decisions in an environment of uncertainty
- How to adapt this research to your needs through easy-to-use strategies for effective decision-making
- How to help yourself and your team implement these strategies thoroughly for optimal decision-making processes
- How to exert influence effectively on team decision-making from any role in the team, while helping maintain trust, engagement, and commitment among team members
- How to identify the competing interests of multiple stakeholders, especially in a context of uncertainty and transition, and coordinate them to achieving the organization’s goals
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
1. The Planning Process
The Idealized Planning Process
Many dierent people will break down the planning process in many
dierent ways, but typically these all include:
1 De
2. ne a problem or set a goal
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 1 / 13
3. The Planning Process
The Idealized Planning Process
Many dierent people will break down the planning process in many
dierent ways, but typically these all include:
1 De
4. ne a problem or set a goal
2 Gather information
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 1 / 13
5. The Planning Process
The Idealized Planning Process
Many dierent people will break down the planning process in many
dierent ways, but typically these all include:
1 De
6. ne a problem or set a goal
2 Gather information
3 Make projections/forecasts
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 1 / 13
7. The Planning Process
The Idealized Planning Process
Many dierent people will break down the planning process in many
dierent ways, but typically these all include:
1 De
8. ne a problem or set a goal
2 Gather information
3 Make projections/forecasts
4 Determine alternatives
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 1 / 13
9. The Planning Process
The Idealized Planning Process
Many dierent people will break down the planning process in many
dierent ways, but typically these all include:
1 De
10. ne a problem or set a goal
2 Gather information
3 Make projections/forecasts
4 Determine alternatives
5 Select a preferred strategy or course of action
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 1 / 13
11. The Planning Process
The Idealized Planning Process
Many dierent people will break down the planning process in many
dierent ways, but typically these all include:
1 De
12. ne a problem or set a goal
2 Gather information
3 Make projections/forecasts
4 Determine alternatives
5 Select a preferred strategy or course of action
6 Implement
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 1 / 13
13. The Planning Process
The Shape of the Planning Process. . .
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 2 / 13
14. The Planning Process
Not so fast!
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 3 / 13
15. The Planning Process
The Idealized Planning Process
Many dierent people will break down the planning process in many
dierent ways, but typically these all include:
1 De
16. ne a problem or set a goal
2 Gather information
3 Make projections/forecasts
4 Determine alternatives
5 Select a preferred strategy or course of action
6 Implement
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 4 / 13
17. The Planning Process
The Idealized Planning Process
Many dierent people will break down the planning process in many
dierent ways, but typically these all include:
1 De
18. ne a problem or set a goal
2 Gather information
3 Make projections/forecasts
4 Determine alternatives
5 Select a preferred strategy or course of action
6 Implement
7 Evaluate (and repeat as necessary...)
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 4 / 13
19. The Planning Process
The Shape of the Planning Process. . .
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 5 / 13
20. The Planning Process
Not so fast!
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 6 / 13
21. The Planning Process
The Shape of the Planning Process. . .
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 7 / 13
22. The Planning Process
The Shape of the Planning Process. . .
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 8 / 13
23. The Planning Process
Not so fast!
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 9 / 13
24. The Planning Process
The Shape of the Planning Process. . .
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 10 / 13
25. The Planning Process
The Shape of the Planning Process. . .
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 11 / 13
26. The Planning Process
Not so fast!
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 12 / 13
27. The Planning Process
The Shape of the Planning Process. . .
Ezra Glenn, AICP eglenn@mit.edu (MIT) October 23, 2014 13 / 13