The document prompts the reader to describe what they see in an image, what it makes them think, and what they wonder. It asks a series of questions about seeing, thinking, and wondering without providing any other context.
This short document repeats the question "What do you want?" seven times without providing any other context or information. It leaves the reader wondering what the purpose or meaning of the repetitive question is within just a few short sentences.
The document consists of the repeated phrase "Funny Pics" with no other text or context provided. It appears to be a list of the words "Funny Pics" repeated multiple times without any additional information.
This document provides design ideas for digipaks including black and white, nature, and color schemes like pink and blue and pastel. The designs are broken into sections covering the front cover, outer sleeves, back cover, and inner sleeves of the digipaks.
We all have mental models that filter our perceptions and influence what we see, hear, and understand, even if we are often unaware of them. These mental models are ways of thinking and processing information, but they can also act as barriers to communication, understanding, and perceiving the truth. To communicate effectively, we must penetrate others' mental models by actively listening without being influenced by our own preconceptions, even if the message does not conform to what our mental models expect to hear.
کارگاه مدیریت تیم خلاق
جلسه اول
جلسه دوم:
https://www.slideshare.net/amirhfassihi/ss-121738101
جلسه سوم
https://www.slideshare.net/amirhfassihi/ss-122035636
ویدیوی جلسه اول
https://youtu.be/dgHRGyM4SZc
This document summarizes a management team meeting discussing creative problem solving processes. It discusses identifying problems, divergent thinking, gaining new perspectives, analyzing details, and iterative exploration to arrive at solutions. Trust-building and an artful management approach are advocated to facilitate the creative process within teams.
The document discusses how to achieve one's dreams. It emphasizes that while everyone has dreams, few actually believe in and work to make their dreams a reality. It advises the reader to ask themselves questions about their dream: Is it clear and big enough? Have they tested it? Are they willing to fight for it and take chances? It warns against daydreams, pie-in-the-sky ideas, and dreams based on unrealistic beliefs. A true dream is inspiring, energizing, and empowers one to do what it takes to achieve it. Achieving dreams requires ownership, clarity, passion, strategy, willingness to pay the price, and bringing others along. Vision without action is just a dream; action without
This document presents a framework for observing a scene, forming thoughts about what is observed, and wondering further questions. It encourages the reader to note what they see, think about the implications, and wonder additional details not obvious from first impressions alone.
This short document repeats the question "What do you want?" seven times without providing any other context or information. It leaves the reader wondering what the purpose or meaning of the repetitive question is within just a few short sentences.
The document consists of the repeated phrase "Funny Pics" with no other text or context provided. It appears to be a list of the words "Funny Pics" repeated multiple times without any additional information.
This document provides design ideas for digipaks including black and white, nature, and color schemes like pink and blue and pastel. The designs are broken into sections covering the front cover, outer sleeves, back cover, and inner sleeves of the digipaks.
We all have mental models that filter our perceptions and influence what we see, hear, and understand, even if we are often unaware of them. These mental models are ways of thinking and processing information, but they can also act as barriers to communication, understanding, and perceiving the truth. To communicate effectively, we must penetrate others' mental models by actively listening without being influenced by our own preconceptions, even if the message does not conform to what our mental models expect to hear.
کارگاه مدیریت تیم خلاق
جلسه اول
جلسه دوم:
https://www.slideshare.net/amirhfassihi/ss-121738101
جلسه سوم
https://www.slideshare.net/amirhfassihi/ss-122035636
ویدیوی جلسه اول
https://youtu.be/dgHRGyM4SZc
This document summarizes a management team meeting discussing creative problem solving processes. It discusses identifying problems, divergent thinking, gaining new perspectives, analyzing details, and iterative exploration to arrive at solutions. Trust-building and an artful management approach are advocated to facilitate the creative process within teams.
The document discusses how to achieve one's dreams. It emphasizes that while everyone has dreams, few actually believe in and work to make their dreams a reality. It advises the reader to ask themselves questions about their dream: Is it clear and big enough? Have they tested it? Are they willing to fight for it and take chances? It warns against daydreams, pie-in-the-sky ideas, and dreams based on unrealistic beliefs. A true dream is inspiring, energizing, and empowers one to do what it takes to achieve it. Achieving dreams requires ownership, clarity, passion, strategy, willingness to pay the price, and bringing others along. Vision without action is just a dream; action without
This document presents a framework for observing a scene, forming thoughts about what is observed, and wondering further questions. It encourages the reader to note what they see, think about the implications, and wonder additional details not obvious from first impressions alone.
This document discusses positive thinking and making changes in your life. It encourages the reader to take action now by focusing on positive thinking, doing what you like and are good at, and being thankful for what you have. Positive thinking is described as acting on your thoughts with joy, confidence and success, rather than just thinking negatively. The document advises picking good examples from others but not trying to be like others, and thanks the reader for watching.
Thinking Differently in a New Age of AgilityJane Young
Jane Young discusses the need for new ways of thinking in an agile age. She notes key skills like leadership, creativity, problem-solving and collaboration will be important. New types of jobs will focus on communication, finding patterns in data, and having visions. Work environments may include beanbags and whiteboards for brainstorming. Strategic clarity will require aligning vision, mission, goals, objectives and processes. Overall, Young argues this new age demands life clarity by knowing one's purpose.
This document discusses the importance of having a clear strategy in order to succeed as an organization. It notes that many organizations claim to have a vision, mission, and calls to action, but they are not truly strategic because they lack clarity on who they are, where they want to go, and how they will get there. The document advocates for developing a powerful mission and compelling vision that will enable an organization's activists, members, donors, and leadership to take the right actions at the right time to inspire the public and get a response from the government, allowing the organization to win more often with less work.
The document discusses optical illusions and goals for a lesson on illusion art. It defines an illusion as something that deceives the visual system into perceiving something incorrectly. Several types of visual illusions are presented, including images that can be interpreted in more than one way. The lesson aims to help students understand illusions, analyze different types, draw illusions using various materials, and present their illusion art to others.
Want To Make Strong Design Choices? Learn To Fix Bad OnesBianca Woods
In learning and development visual design is a surprisingly big part of making sure our messages are heard, understood, and remembered. And while there’s lots of evidence of the power of design for learning and communication, think back to many of the presentation documents and eLearning you’ve encountered over the years. From things like slides and slides of bullet points, speaking notes on the screen, colour combinations that hurt the eyes, and imagery that’s dated or confusing, there’s unfortunately also a lot of evidence that we don’t always have a strong understanding of the basics of how to use visual design effectively in our work.
In this session presentation you'll learn:
How visual design can help information be easier for people to understand, remember, and use later
Approaches that can help you simplify your colour palettes, data visualization, and images
Tips for laying out visuals effectively and using whitespace
Strategies for reducing text and complexity by leveraging visuals to communicate information
The document lists the short and long forms of expressing possession in English using "have/has got" and "have not/hasn't got". It shows the short forms contracting "have" or "has" with subjects like I, you, he, she, it, we, they. The long forms use "have" or "has" plus the subject without contraction. It also lists the questions forms for having or not having something using "have" plus the subject.
This document summarizes the thoughts and anxieties of two individuals going through significant life changes - one who is pregnant and one who is rebranding their business. Both express doubts, fears around the costs and challenges, and worries that it may not go smoothly or be worth it in the end. Throughout their reflections, a voice identified as "God" repeatedly tells them to relax and trust the process, noting that major changes like pregnancy, creativity, and growth are natural processes that can't be rushed or forced but require patience.
The document contains a series of questions about various pictures describing people, places, animals, and occupations. The questions ask about the subjects of the pictures, where they are located, what they are doing, and what the pictures represent.
The document discusses a conversation between two individuals about a water buffalo. One person helped their mother with the water buffalo and the other comments that it is a rare breed worth a lot. They inquire if it belongs to the person, who replies it belongs to their friend. The second person then mentions someone known for stealing water buffalos in the area. The first person replies they only helped their friend and suggests going to the police station to explain.
This document discusses positive thinking and making changes in your life. It encourages the reader to take action now by focusing on positive thinking, doing what you like and are good at, and being thankful for what you have. Positive thinking is described as acting on your thoughts with joy, confidence and success, rather than just thinking negatively. The document advises picking good examples from others but not trying to be like others, and thanks the reader for watching.
Thinking Differently in a New Age of AgilityJane Young
Jane Young discusses the need for new ways of thinking in an agile age. She notes key skills like leadership, creativity, problem-solving and collaboration will be important. New types of jobs will focus on communication, finding patterns in data, and having visions. Work environments may include beanbags and whiteboards for brainstorming. Strategic clarity will require aligning vision, mission, goals, objectives and processes. Overall, Young argues this new age demands life clarity by knowing one's purpose.
This document discusses the importance of having a clear strategy in order to succeed as an organization. It notes that many organizations claim to have a vision, mission, and calls to action, but they are not truly strategic because they lack clarity on who they are, where they want to go, and how they will get there. The document advocates for developing a powerful mission and compelling vision that will enable an organization's activists, members, donors, and leadership to take the right actions at the right time to inspire the public and get a response from the government, allowing the organization to win more often with less work.
The document discusses optical illusions and goals for a lesson on illusion art. It defines an illusion as something that deceives the visual system into perceiving something incorrectly. Several types of visual illusions are presented, including images that can be interpreted in more than one way. The lesson aims to help students understand illusions, analyze different types, draw illusions using various materials, and present their illusion art to others.
Want To Make Strong Design Choices? Learn To Fix Bad OnesBianca Woods
In learning and development visual design is a surprisingly big part of making sure our messages are heard, understood, and remembered. And while there’s lots of evidence of the power of design for learning and communication, think back to many of the presentation documents and eLearning you’ve encountered over the years. From things like slides and slides of bullet points, speaking notes on the screen, colour combinations that hurt the eyes, and imagery that’s dated or confusing, there’s unfortunately also a lot of evidence that we don’t always have a strong understanding of the basics of how to use visual design effectively in our work.
In this session presentation you'll learn:
How visual design can help information be easier for people to understand, remember, and use later
Approaches that can help you simplify your colour palettes, data visualization, and images
Tips for laying out visuals effectively and using whitespace
Strategies for reducing text and complexity by leveraging visuals to communicate information
The document lists the short and long forms of expressing possession in English using "have/has got" and "have not/hasn't got". It shows the short forms contracting "have" or "has" with subjects like I, you, he, she, it, we, they. The long forms use "have" or "has" plus the subject without contraction. It also lists the questions forms for having or not having something using "have" plus the subject.
This document summarizes the thoughts and anxieties of two individuals going through significant life changes - one who is pregnant and one who is rebranding their business. Both express doubts, fears around the costs and challenges, and worries that it may not go smoothly or be worth it in the end. Throughout their reflections, a voice identified as "God" repeatedly tells them to relax and trust the process, noting that major changes like pregnancy, creativity, and growth are natural processes that can't be rushed or forced but require patience.
The document contains a series of questions about various pictures describing people, places, animals, and occupations. The questions ask about the subjects of the pictures, where they are located, what they are doing, and what the pictures represent.
The document discusses a conversation between two individuals about a water buffalo. One person helped their mother with the water buffalo and the other comments that it is a rare breed worth a lot. They inquire if it belongs to the person, who replies it belongs to their friend. The second person then mentions someone known for stealing water buffalos in the area. The first person replies they only helped their friend and suggests going to the police station to explain.