Chronic time abuse
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This document discusses chronic time abuse and identifies four types of time abusers: preemptive, people pleasers, perfectionists, and procrastinators. Each type stems from psychological conflicts relating to their upbringing. Preemptives compulsively race the clock due to disruptive childhood environments. People pleasers cannot say no and take on unproductive work due to a lack of appreciation as children. Perfectionists demand absolute control and fear criticism due to emotional isolation. Procrastinators resemble perfectionists but justify inferior work due to being praised too early in childhood. The document provides tips for managing each type such as giving preemptives control, exposing perfectionists to frequent evaluation, and forcing procrastinators
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Reflections2
The document discusses culture and provides definitions and examples of culture. It defines culture as the values, norms, beliefs, and practices that govern how an institution functions. It also provides a definition from Edgar Schein that defines culture as shared basic assumptions learned by a group as it solves problems that have proved effective. The document discusses current examples of culture and core principles of mindfulness such as preoccupation with failure and commitment to resilience. It also discusses ethical principles for building trust such as making operations open and valuing knowledge and expertise. The document concludes with an activity asking groups to write a letter to themselves in the future relating to five principles of mindfulness.
Records2
The document discusses some of the issues with implementing a performance-based pay system, noting there are often no clear guidelines for how performance is determined, inadequate funding levels and distribution can cause problems, and it can degrade teamwork and focus more on individual performance rather than productivity. It uses an example of grades in school to illustrate the debate around whether pay or grades should reflect the work done or the product or learning produced.
Civic engagement 1
This document discusses ways to build up and motivate people through praise. It provides tips for praising employees, such as making praise specific and avoiding competition. Praise is more productive than punishment and face-to-face contact is important. The document also discusses goal setting, giving employees tools to succeed, and respecting everyone. Applying these principles to working with children, praise helps kids feel valued and loved while developing self-esteem. Respect is important with kids to gain their respect in return.
Readings
This document discusses developing organizational culture through establishing a clear organizational vision and goals. It also discusses the importance of evaluating employee behavior and needs using models like Maslow's Hierarchy of Needs. Developing organizational culture also involves engaging employees, promoting learning and knowledge sharing, supporting the community through charitable initiatives, and celebrating achievements. Regular evaluations, clear conflict resolution processes, and consideration of stockholder views are also important.
Directing
Alfie Kohn argues that incentive plans and rewards cannot create lasting motivation or commitment and instead can undermine intrinsic motivation. Kohn writes that rewards only produce temporary compliance and that once rewards are removed, people revert back to their original behaviors. Kohn asserts that rewards punish, rupture relationships, ignore reasons, discourage risk-taking, and undermine interest. Intrinsic motivation comes from an inherent interest in an activity, while extrinsic motivation involves external rewards or incentives, and the two types of motivation cannot be used together effectively.
Individual presentation 1
This document discusses different theories of public service motivation: rational, norm-based, and affective. The rational theory involves participation to satisfy personal needs while serving social interests. The norm-based theory involves a desire to serve the public interest through duty and loyalty. The affective theory involves commitment based on emotional responses and a desire to help others. The document also states that individuals with higher public service motivation are more likely to seek public sector work and perform better, and public organizations with such individuals are less dependent on incentives to manage performance.
Communitcations presentation 1
This document discusses why silence in the workplace is problematic and provides suggestions for promoting better communication. It notes that individuals often remain silent due to fears of confrontation, being different from others, or losing their job. However, silence prevents new ideas from being shared and innovative solutions from being developed. The document recommends creating a less hostile environment where employees feel comfortable addressing problems with their boss without fear of ridicule. It emphasizes the importance of both promoting open communication and ensuring people feel listened to.
Civic engagement 1
This document discusses ways to build up and motivate people through praise. It provides tips for praising employees, such as making praise specific and avoiding competition. Praise is more productive than punishment and face-to-face contact is important. The document also discusses goal setting, giving employees tools to succeed, and respecting everyone. Applying these principles to working with children, praise helps kids feel valued and loved while developing self-esteem. Respect is important with kids to gain their respect in return.
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The document outlines several management fads that have emerged since the 1950s, including Management by Objectives, Sensitivity Training, Quality Circles, Total Quality Management, and Self-Managed Teams. It discusses how management fads typically go through life cycles of discovery, acceptance, digestion as critics emerge, disillusionment as problems are recognized, and a hard core of loyal supporters. The document also evaluates some of the implications and drawbacks experienced with each fad, such as a lack of focus on goals with MBO or resistance to change with TQM.
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Chronic time abuse
- 1. Chronic Time Abuse Chicara Mayes Johnny Warren “Ordinary time-management techniques simply don’t help some people. But if you understand the four distinct varieties of time abusers and the inner conflicts that distress them, you can find ways to work more productively together.” October 13, 2011 Partners In Learning 1
- 2. What is Time Abuse? Time abuse is different from time management Time abuse results from psychological conflicts Abuse is generated from brittle self-esteem & unconscious fears You must eliminate the source of the Abuser’s anxiety October 13, 2011 Partners In Learning 2
- 3. Four Types of Time Abusers Preemptive People Pleaser The Perfectionist The Procrastinator October 13, 2011 Partners In Learning 3
- 4. “Let me do it” Rarest time abuser Compulsively races the clock Often first rate work Stems from being raised in a highly disruptive environment Seldom considered team players Fails to consider the needs of the group October 13, 2011 Partners In Learning 4
- 5. Dreams do Come True! People Pleaser Can’t say NO! Commits to unproductive projects Stems from unappreciation of childhood feelings Puts aside their desires for the sake of others Time abuse= venting for anger October 13,2011 Partners In Learning 5
- 6. “ “All or Nothing” The Perfectionist – Rachel Glee First rate work Must have absolute control Abuser resembles an OCD suffer Fears criticism Emotionally isolated Flooding Technique October 13, 2011 Partners In Learning 6
- 7. “It can just wait” Resemble perfectionist Stems from being praise too early in childhood Resents being trapped by unrealistic performance expectations Refusal is not always the problem Justification for producing inferior work October 13, 2011 Partners In Learning 7
- 8. How Does this apply to Us Service Learning Hyper Kids Shy Kids Bossy Kids Brown nosers Groups Over achiever Bootlicker Perfect Patty Johnny October 13, 2011 Partners in Learning 8
- 9. Tips for Managing Time Abusers Promote- Make preemptive feel in control by putting them in charge of other people Flood- Expose perfectionists to frequent low doses of evaluation Praise and protect- praises people pleasers for their regular work so they don’t take on others’ work to get praise Attack the fear of failure- Force procrastinators to confront their fears of failure October 13,2011 Partners In Learning 9