The document discusses the medicine wheel, an ancient Native American symbol used to represent different concepts in sets of four. It explains that the medicine wheel can be used to help understand ideas that are difficult to see physically, like the four elements (earth, air, fire, water), the four symbolic human races, the four stages of human development, and the four dimensions of human potential (mental, physical, emotional, spiritual). It then discusses applying the concept of the medicine wheel to understanding the five dimensions of work (material, intellectual, emotional, volitional, spiritual) and how organizational change can impact each dimension. The document provides questions to examine how well an organization incorporates each of the five dimensions of work.
Double Loop Learning--Purpose and Power--PNSQC 2014 - slidesJean Richardson
This document summarizes Jean Richardson's presentation on double loop learning and organizational excellence. It discusses the work of Christopher Argyris on concepts like double loop learning, organizational defensive routines, and learning how to learn. It also discusses applying these concepts through fair process, engaging in conflict constructively, and evaluating outcomes to continually improve mental models and organizational performance. The goal is to help knowledge workers and organizations question underlying assumptions, address errors, and drive organizational learning.
This document proposes a 10-point framework to transform United Indians of All Tribes Foundation from a period of crisis to one of growth. It involves reconnecting with the Native American community through consultation, developing a 10-year program plan, reviewing internal programs and staffing, providing staff development, updating personnel policies, improving financial management, creating a development plan, renewing external support networks, increasing indigenous practices, and strengthening the Board of Directors. The goal is to establish a shared vision, strong infrastructure, and collaborative culture to support the long-term success and sustainability of the organization.
El documento habla sobre vivir de acuerdo con las enseñanzas espirituales de las Cuatro Direcciones para honrar y sostener toda la vida en la Tierra. Se propone dedicar las vidas y energías a sanar las relaciones entre la humanidad y el planeta para mejorar la forma en que vivimos en armonía con la naturaleza.
This document summarizes the history and current situation of the United Indians of All Tribes Foundation. It describes the founding of the organization by Bernie Whitebear in the 1970s and its growth under his strong leadership. However, the organization struggled with succession after his death and faced increasing compliance issues as funding requirements changed. Legal battles over a development project further strained resources and relationships, leaving the organization in deep crisis and divided.
The document lays out an Indigenous perspective on building sustainable peace and prosperity in the Americas. It discusses the oppression and poverty faced by Indigenous peoples, and their responses of assimilation, resistance, or empowerment. The Fourth Way strategy proposes constructive development and political participation to address the crisis through Indigenous leadership and inclusive rebuilding of nations respecting Indigenous cultures.
The "Four Amigos" representing the African, Asian, Latino, and Native American communities will unite for the first time since 2000 to raise their voices against the devastating impacts of President Bush's budget. The budget will gravely affect education, healthcare, and the environment through cuts to 141 domestic programs while increasing military and tax cuts for the rich. As leaders representing 80% of the world's population, the "Four Amigos" will outline the social consequences of the budget at a press conference on February 10th at the Daybreak Star Indian Cultural Center in Seattle.
Trunity is a web-hosted platform that allows individuals and organizations to build websites and online communities without technical skills. It integrates features like authoring, blogging, multimedia, and social networking. Content can be easily shared and collaborated on both within communities and across multiple organizations. The platform also includes a unique federated directory and supports different types of online networks and communities.
Double Loop Learning--Purpose and Power--PNSQC 2014 - slidesJean Richardson
This document summarizes Jean Richardson's presentation on double loop learning and organizational excellence. It discusses the work of Christopher Argyris on concepts like double loop learning, organizational defensive routines, and learning how to learn. It also discusses applying these concepts through fair process, engaging in conflict constructively, and evaluating outcomes to continually improve mental models and organizational performance. The goal is to help knowledge workers and organizations question underlying assumptions, address errors, and drive organizational learning.
This document proposes a 10-point framework to transform United Indians of All Tribes Foundation from a period of crisis to one of growth. It involves reconnecting with the Native American community through consultation, developing a 10-year program plan, reviewing internal programs and staffing, providing staff development, updating personnel policies, improving financial management, creating a development plan, renewing external support networks, increasing indigenous practices, and strengthening the Board of Directors. The goal is to establish a shared vision, strong infrastructure, and collaborative culture to support the long-term success and sustainability of the organization.
El documento habla sobre vivir de acuerdo con las enseñanzas espirituales de las Cuatro Direcciones para honrar y sostener toda la vida en la Tierra. Se propone dedicar las vidas y energías a sanar las relaciones entre la humanidad y el planeta para mejorar la forma en que vivimos en armonía con la naturaleza.
This document summarizes the history and current situation of the United Indians of All Tribes Foundation. It describes the founding of the organization by Bernie Whitebear in the 1970s and its growth under his strong leadership. However, the organization struggled with succession after his death and faced increasing compliance issues as funding requirements changed. Legal battles over a development project further strained resources and relationships, leaving the organization in deep crisis and divided.
The document lays out an Indigenous perspective on building sustainable peace and prosperity in the Americas. It discusses the oppression and poverty faced by Indigenous peoples, and their responses of assimilation, resistance, or empowerment. The Fourth Way strategy proposes constructive development and political participation to address the crisis through Indigenous leadership and inclusive rebuilding of nations respecting Indigenous cultures.
The "Four Amigos" representing the African, Asian, Latino, and Native American communities will unite for the first time since 2000 to raise their voices against the devastating impacts of President Bush's budget. The budget will gravely affect education, healthcare, and the environment through cuts to 141 domestic programs while increasing military and tax cuts for the rich. As leaders representing 80% of the world's population, the "Four Amigos" will outline the social consequences of the budget at a press conference on February 10th at the Daybreak Star Indian Cultural Center in Seattle.
Trunity is a web-hosted platform that allows individuals and organizations to build websites and online communities without technical skills. It integrates features like authoring, blogging, multimedia, and social networking. Content can be easily shared and collaborated on both within communities and across multiple organizations. The platform also includes a unique federated directory and supports different types of online networks and communities.
The document discusses organizational change in five dimensions of work: physical, intellectual, emotional, volitional, and spiritual. It provides questions to examine each dimension in a work organization. The physical dimension relates to working conditions and financial well-being. The intellectual dimension involves challenging work and opportunities to learn. The emotional dimension concerns supportive relationships and appreciation. The volitional dimension relates to willingness to change. The spiritual dimension involves integrity, trust, and respect within the organization.
The document discusses organizational change and management practices through the lens of five dimensions of work: physical, intellectual, emotional, volitional, and spiritual. It provides questions to examine each dimension within an organization and evaluates how certain factors may influence respect/dignity, justice, and unity. Leadership values like trustworthiness, service, and humility are presented as foundations for management practices.
This document provides an overview of Appreciative Inquiry (AI), an approach to organizational and social change. It defines key AI concepts, outlines the 5 core principles and 5 basic steps, and discusses how AI differs from traditional deficit-based change models by focusing on an organization's strengths rather than weaknesses. The document also reviews how and when AI was developed, common applications in schools, communities and organizations, and concludes with an activity to demonstrate paired affirmative interviews, a tool used in AI.
This document provides an overview of Appreciative Inquiry (AI), an approach to organizational and social change. It defines key AI concepts, outlines the 5 core principles and 5 basic steps, and discusses how AI differs from traditional deficit-based change models by focusing on an organization's strengths rather than weaknesses. The document also covers how AI was developed in the 1980s, when it is appropriate to use, and includes an exercise applying AI principles through paired affirmative interviews.
Co-operative lifestyle - Invitation to come back to RochdaleRyszard Stocki
Co-operatives are organizations that, by definition, adhere to a certain set of values and principles. The values were first formulated in Rochdale, where the first co-operative was founded. These values and principles, as any values and principles, should permeate the lifestyles of all those who identify with them. Individuals' exposure to these values and principles will vary between worker co-ops and other types of co-ops. While members of a co-operative bank or consumer coop may only visit once a week, in a worker co-op, people are exposed to the co-operative values for 8 hours a day. Geof Cox noted on LinkedIn that as such, worker co-ops may be considered a "lifestyle business".
Unlike values, lifestyle can easily be measured. Marketing specialists in the USA or Canada may quite reliably identify your lifestyle if you give them your postal code; doctors can conjecture it from seeing you for just a few seconds. Sociologists may deduce how you live from your taste - i.e. aesthetic choices. We simultaneously expose our lifestyle and are exposed, continuously, to the lifestyle of others. Some lifestyles spread like viruses creating a pandemic of consumerism. However, these product-based lifestyles are in complete opposition to the person-oriented lifestyle of: “self-help, self-responsibility, democracy, equality, equity, solidarity, honesty, openness, social responsibility and caring for others.” Indeed, to follow the co-operative lifestyle seems more difficult now than it was in Rochdale times.
One of the first and more important reasons is related to our mobility and flexibility. In 1980, futurist Alvin Toffler predicted that as our society's work patterns become increasingly individualized, it would lead to greater social isolation due to a reduction in common "off-work" time (e.g. Sunday church services, evenings at the pub, community gatherings).
Toffler observes that we structure relationships differently now; rather than spending a lifetime getting to know our neighbours in a small village, we might meet and make new friends every week; and yet, we also drift apart more quickly - as we move on to a new sports team, a new job, a new city of residence. This shortening of the duration of our relationships has impacted many aspects of our everyday life - including our relationship to co-operatives. Now, people follow work, and not the other way round. The Rochdale pioneers did not dream about the challenges a community-based business has to face today.
In slide 7 I show the complexity of a modern lifestyle. I would like to investigate to what degree an individual's lifestyle impacts the functioning of a worker co-op. I am conducting a participatory research project of co-operative lifestyles today. I would like to invite co-operatives and their members not just to fill in questionnaires, but work together on developing them, in a true participatory approach.
The document discusses the impact of learning discourses on social work and examines the ideal of the learning organization. It presents findings from a study of continuing education in New Zealand social work. Key findings include: (1) practitioners acknowledge influential learning discourses but are cynical about their implementation; (2) viewing mistakes as learning opportunities is an ideal not always followed in practice; (3) feedback is unlikely in low-trust environments; and (4) continuous improvement is difficult due to unstable human services organizations. Practitioners want local, practical learning to meet needs rather than organizational priorities alone.
Kanbna India 2022 | Rucha Kapare | Allyship in AgileLeanKanbanIndia
This document discusses the importance of allyship and diversity, equity, and inclusion (DEI) in agile workspaces. It notes that some studies have shown exclusion and inequity witnessed in agile organizations. It advocates for intentionally aligning DEI with business strategy and culture. Actions individuals can take include acknowledging gaps, reflecting on their own ways of working, listening to others, and creating opportunities for all employees to participate fully. The overall message is that meaningful change starts with small actions and understanding one's own privilege, and that true inclusion requires allyship.
This document outlines the principles and practices that guide the culture and work at HopeLab, a nonprofit organization that develops digital health technologies. It begins with a quote about how small groups can change the world. The main points are:
- HopeLab develops engaging technologies, informed by research, to improve health behaviors and outcomes for kids and young adults.
- Their culture is guided by values like compassion, impact, courageous experimentation, and continual learning.
- They aim to cultivate a community where staff feel purpose, connection, competence, and trust rather than fear. Regular check-ins, feedback, and curiosity tools support this.
- Supervisors are obligated to create an environment where staff can
A presentation made in February 2016 to a range of groups interested in an update on the Flourishing Business Innovation Toolkit project.
The presentation provides a personal and detailed view of the history of the project and the our Toolkit - including current status of all elements of the project.
A recording of a Q&A with Antony Upward about this presentation is available to members of the Strongly Sustainable Business Model Group - linked from here: http://wiki.ssbmg.com/meeting/2016-02-09
For details of the process we're using to design our business please see our wiki: http://wiki.ssbmg.com/FBT-project/business-model
As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
This document discusses how to influence one's work and life through leadership and personal development. It suggests viewing one's workplace as a classroom to develop oneself and maximize contributions. It outlines different levels of influence from individual relationships to larger organizations and systems. The document proposes starting the process of change by accepting current realities and letting go of resistance. It identifies different sources of power and influence people may have. The overall message is that facilitating creative change is a spiritual matter that requires leading rather than managing others.
The document discusses the skills needed for working abroad based on research conducted by students. Through surveys, interviews, and online research, the students identified both soft skills and hard skills as important. Key soft skills included independence, social skills/networking, flexibility, adaptation, self-determination, initiative, and etiquette. Important hard skills were the ability to speak a foreign language and balancing family and work life. The research highlighted that soft skills, such as collaboration and networking, were generally more important for working abroad than hard skills.
This is a handout for a workshop I delivered to the Dallas-Fort Worth OD Network in June 2019 and is based on this paper https://organizationalwellness.com/products/integral-organizational-paper
Improving Retention of Millennial Teachers Through Effective Induction Practi...Janet Painter
This document summarizes a presentation given by Dr. Janet F. Painter and Dr. Joyce H. Davis on improving retention of millennial teachers. It discusses the characteristics of millennial workers and challenges they present for traditional institutions. Examples are given of successful recruitment and retention strategies used by companies like Deloitte, Cisco Systems, and Carolina Healthcare Systems that could be applied to the education field. These include clear communication, opportunities for collaboration, customized recognition programs, flexible work arrangements, and professional development. The document concludes by considering what teacher educators can learn from other fields to better engage and retain millennial students and teachers.
This document discusses the key drivers of innovation in organizations. It identifies 10 main drivers: 1) Corporate culture, 2) Individuals, 3) Teams, 4) The enterprise, 5) Processes, 6) Offerings, 7) Psychological climate, 8) Physical environment, 9) Economic environment, and 10) Geopolitical culture. It explains how each of these factors can encourage and motivate innovation in an organization when supported and leveraged effectively.
This document discusses advocacy and decision making for those experiencing mental health issues. It notes that removing decision making leads to a loss of dignity, freedom, and trust. A peer asks what the person will do in response. The document advocates for participatory democracy and shared decision making between individuals, families, agencies, and professionals. It discusses the importance of peer advocacy, especially for those detained under mental health acts. Finally, it discusses the aims and approach of "Open Dialogue" in facilitating understanding between all parties involved.
The document discusses attributes of effective educational leaders. It recommends that leaders first observe issues like conflict, relationships, and conversations to identify areas for change. It also suggests developing a compelling vision, cultivating teacher skills and passion, strategic planning, and using technology as a transformational tool. Key attributes of successful leaders include passion, developing trust, emotional intelligence, and connecting individual efforts to broader organizational goals. Overall, the document provides guidance on creating a high-performance culture in education through vision, support, communication, and celebration.
This document summarizes key aspects of organizational culture from an organizational behavior textbook. It defines organizational culture as shared meanings that distinguish an organization. Common characteristics include adaptability, collaboration, and integrity. Culture is created by founders and sustained through socialization, stories, and symbols. Culture affects outcomes like performance, innovation and ethics. Managing culture requires understanding transmission and influencing factors like leadership, recruitment and training. National culture also interacts with organizational culture globally.
March 4-6, 2022. The 4x4x48 Sacred Run and Staking Ceremony United Indigenous Peoples and US Special Forces Veterans in a Sacred Covenant for unprecedented, united action at the Sam Houston National Forest, Texas.
An introduction
Allow me to introduce to you Bangsa Adat AlifURU. We are the indigenous people of Maluku. Maluku
lies between the Philipins in the north and Australia in the south. We have lived here since time
immemorial. Maluku or accordance the Englisch spelling the Moluccan archipelago consist of 1000 small and large islands and atolls.
The document discusses organizational change in five dimensions of work: physical, intellectual, emotional, volitional, and spiritual. It provides questions to examine each dimension in a work organization. The physical dimension relates to working conditions and financial well-being. The intellectual dimension involves challenging work and opportunities to learn. The emotional dimension concerns supportive relationships and appreciation. The volitional dimension relates to willingness to change. The spiritual dimension involves integrity, trust, and respect within the organization.
The document discusses organizational change and management practices through the lens of five dimensions of work: physical, intellectual, emotional, volitional, and spiritual. It provides questions to examine each dimension within an organization and evaluates how certain factors may influence respect/dignity, justice, and unity. Leadership values like trustworthiness, service, and humility are presented as foundations for management practices.
This document provides an overview of Appreciative Inquiry (AI), an approach to organizational and social change. It defines key AI concepts, outlines the 5 core principles and 5 basic steps, and discusses how AI differs from traditional deficit-based change models by focusing on an organization's strengths rather than weaknesses. The document also reviews how and when AI was developed, common applications in schools, communities and organizations, and concludes with an activity to demonstrate paired affirmative interviews, a tool used in AI.
This document provides an overview of Appreciative Inquiry (AI), an approach to organizational and social change. It defines key AI concepts, outlines the 5 core principles and 5 basic steps, and discusses how AI differs from traditional deficit-based change models by focusing on an organization's strengths rather than weaknesses. The document also covers how AI was developed in the 1980s, when it is appropriate to use, and includes an exercise applying AI principles through paired affirmative interviews.
Co-operative lifestyle - Invitation to come back to RochdaleRyszard Stocki
Co-operatives are organizations that, by definition, adhere to a certain set of values and principles. The values were first formulated in Rochdale, where the first co-operative was founded. These values and principles, as any values and principles, should permeate the lifestyles of all those who identify with them. Individuals' exposure to these values and principles will vary between worker co-ops and other types of co-ops. While members of a co-operative bank or consumer coop may only visit once a week, in a worker co-op, people are exposed to the co-operative values for 8 hours a day. Geof Cox noted on LinkedIn that as such, worker co-ops may be considered a "lifestyle business".
Unlike values, lifestyle can easily be measured. Marketing specialists in the USA or Canada may quite reliably identify your lifestyle if you give them your postal code; doctors can conjecture it from seeing you for just a few seconds. Sociologists may deduce how you live from your taste - i.e. aesthetic choices. We simultaneously expose our lifestyle and are exposed, continuously, to the lifestyle of others. Some lifestyles spread like viruses creating a pandemic of consumerism. However, these product-based lifestyles are in complete opposition to the person-oriented lifestyle of: “self-help, self-responsibility, democracy, equality, equity, solidarity, honesty, openness, social responsibility and caring for others.” Indeed, to follow the co-operative lifestyle seems more difficult now than it was in Rochdale times.
One of the first and more important reasons is related to our mobility and flexibility. In 1980, futurist Alvin Toffler predicted that as our society's work patterns become increasingly individualized, it would lead to greater social isolation due to a reduction in common "off-work" time (e.g. Sunday church services, evenings at the pub, community gatherings).
Toffler observes that we structure relationships differently now; rather than spending a lifetime getting to know our neighbours in a small village, we might meet and make new friends every week; and yet, we also drift apart more quickly - as we move on to a new sports team, a new job, a new city of residence. This shortening of the duration of our relationships has impacted many aspects of our everyday life - including our relationship to co-operatives. Now, people follow work, and not the other way round. The Rochdale pioneers did not dream about the challenges a community-based business has to face today.
In slide 7 I show the complexity of a modern lifestyle. I would like to investigate to what degree an individual's lifestyle impacts the functioning of a worker co-op. I am conducting a participatory research project of co-operative lifestyles today. I would like to invite co-operatives and their members not just to fill in questionnaires, but work together on developing them, in a true participatory approach.
The document discusses the impact of learning discourses on social work and examines the ideal of the learning organization. It presents findings from a study of continuing education in New Zealand social work. Key findings include: (1) practitioners acknowledge influential learning discourses but are cynical about their implementation; (2) viewing mistakes as learning opportunities is an ideal not always followed in practice; (3) feedback is unlikely in low-trust environments; and (4) continuous improvement is difficult due to unstable human services organizations. Practitioners want local, practical learning to meet needs rather than organizational priorities alone.
Kanbna India 2022 | Rucha Kapare | Allyship in AgileLeanKanbanIndia
This document discusses the importance of allyship and diversity, equity, and inclusion (DEI) in agile workspaces. It notes that some studies have shown exclusion and inequity witnessed in agile organizations. It advocates for intentionally aligning DEI with business strategy and culture. Actions individuals can take include acknowledging gaps, reflecting on their own ways of working, listening to others, and creating opportunities for all employees to participate fully. The overall message is that meaningful change starts with small actions and understanding one's own privilege, and that true inclusion requires allyship.
This document outlines the principles and practices that guide the culture and work at HopeLab, a nonprofit organization that develops digital health technologies. It begins with a quote about how small groups can change the world. The main points are:
- HopeLab develops engaging technologies, informed by research, to improve health behaviors and outcomes for kids and young adults.
- Their culture is guided by values like compassion, impact, courageous experimentation, and continual learning.
- They aim to cultivate a community where staff feel purpose, connection, competence, and trust rather than fear. Regular check-ins, feedback, and curiosity tools support this.
- Supervisors are obligated to create an environment where staff can
A presentation made in February 2016 to a range of groups interested in an update on the Flourishing Business Innovation Toolkit project.
The presentation provides a personal and detailed view of the history of the project and the our Toolkit - including current status of all elements of the project.
A recording of a Q&A with Antony Upward about this presentation is available to members of the Strongly Sustainable Business Model Group - linked from here: http://wiki.ssbmg.com/meeting/2016-02-09
For details of the process we're using to design our business please see our wiki: http://wiki.ssbmg.com/FBT-project/business-model
As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
This document discusses how to influence one's work and life through leadership and personal development. It suggests viewing one's workplace as a classroom to develop oneself and maximize contributions. It outlines different levels of influence from individual relationships to larger organizations and systems. The document proposes starting the process of change by accepting current realities and letting go of resistance. It identifies different sources of power and influence people may have. The overall message is that facilitating creative change is a spiritual matter that requires leading rather than managing others.
The document discusses the skills needed for working abroad based on research conducted by students. Through surveys, interviews, and online research, the students identified both soft skills and hard skills as important. Key soft skills included independence, social skills/networking, flexibility, adaptation, self-determination, initiative, and etiquette. Important hard skills were the ability to speak a foreign language and balancing family and work life. The research highlighted that soft skills, such as collaboration and networking, were generally more important for working abroad than hard skills.
This is a handout for a workshop I delivered to the Dallas-Fort Worth OD Network in June 2019 and is based on this paper https://organizationalwellness.com/products/integral-organizational-paper
Improving Retention of Millennial Teachers Through Effective Induction Practi...Janet Painter
This document summarizes a presentation given by Dr. Janet F. Painter and Dr. Joyce H. Davis on improving retention of millennial teachers. It discusses the characteristics of millennial workers and challenges they present for traditional institutions. Examples are given of successful recruitment and retention strategies used by companies like Deloitte, Cisco Systems, and Carolina Healthcare Systems that could be applied to the education field. These include clear communication, opportunities for collaboration, customized recognition programs, flexible work arrangements, and professional development. The document concludes by considering what teacher educators can learn from other fields to better engage and retain millennial students and teachers.
This document discusses the key drivers of innovation in organizations. It identifies 10 main drivers: 1) Corporate culture, 2) Individuals, 3) Teams, 4) The enterprise, 5) Processes, 6) Offerings, 7) Psychological climate, 8) Physical environment, 9) Economic environment, and 10) Geopolitical culture. It explains how each of these factors can encourage and motivate innovation in an organization when supported and leveraged effectively.
This document discusses advocacy and decision making for those experiencing mental health issues. It notes that removing decision making leads to a loss of dignity, freedom, and trust. A peer asks what the person will do in response. The document advocates for participatory democracy and shared decision making between individuals, families, agencies, and professionals. It discusses the importance of peer advocacy, especially for those detained under mental health acts. Finally, it discusses the aims and approach of "Open Dialogue" in facilitating understanding between all parties involved.
The document discusses attributes of effective educational leaders. It recommends that leaders first observe issues like conflict, relationships, and conversations to identify areas for change. It also suggests developing a compelling vision, cultivating teacher skills and passion, strategic planning, and using technology as a transformational tool. Key attributes of successful leaders include passion, developing trust, emotional intelligence, and connecting individual efforts to broader organizational goals. Overall, the document provides guidance on creating a high-performance culture in education through vision, support, communication, and celebration.
This document summarizes key aspects of organizational culture from an organizational behavior textbook. It defines organizational culture as shared meanings that distinguish an organization. Common characteristics include adaptability, collaboration, and integrity. Culture is created by founders and sustained through socialization, stories, and symbols. Culture affects outcomes like performance, innovation and ethics. Managing culture requires understanding transmission and influencing factors like leadership, recruitment and training. National culture also interacts with organizational culture globally.
March 4-6, 2022. The 4x4x48 Sacred Run and Staking Ceremony United Indigenous Peoples and US Special Forces Veterans in a Sacred Covenant for unprecedented, united action at the Sam Houston National Forest, Texas.
An introduction
Allow me to introduce to you Bangsa Adat AlifURU. We are the indigenous people of Maluku. Maluku
lies between the Philipins in the north and Australia in the south. We have lived here since time
immemorial. Maluku or accordance the Englisch spelling the Moluccan archipelago consist of 1000 small and large islands and atolls.
Dedicated to a culturally and spiritually respectful path that transcends assimilation, resignation, and conflict through the spirit of cooperation, healing, compassion, for creating partnerships with all members of the Human Family.
All people have a culture - it is how human beings make sense of the world. Culture shapes how people think, learn and solve problems, what they value and respect, what attracts and delights them, what offends them and their sense of what is appropriate. More deeply, culture is the soil in which the tree of identity has its roots. Culture is manifest in human relations, systems of organization, technology, arts, politics, economics, community life - all the things that humans do.
This Powerpoint is utilized by Dr. Lee Brown and Chief Phil Jr in Diversity Workshops for Communities, Governments, Organizations, and Corporations.
This proposal outlines a plan for fully resolving the intergenerational hurt caused by Canada's residential school system in 3 key steps:
1. Provide compensation for all harms of the residential school system, not just legally recognized wrongs, including failures to educate, cultural and language loss, and collective damages.
2. Officially acknowledge that the residential school system constituted cultural genocide.
3. Establish a public truth and reconciliation process to educate all Canadians on the full impacts and abuses of the residential school system through survivor testimony and a large public relations campaign. This level of public exposure and understanding is needed for full healing.
The exhibit "Reunion of the Condor, Eagle and Raven: Three Perspectives on Experience and Hope" at Daybreak Star Indian Art Gallery features the works of three indigenous artists - Esperanza Grundy, Joshua Langstaff, and Ben Paul - exploring themes of cultural heritage, spirituality, oppression, and hope from their varied perspectives. Langstaff is a Chippewa portrait artist who grew up in rural Michigan and dreams of creating works as powerful as the great masters. Paul is a Tlingit sculptor and photographer from Alaska who began his art studies after his naming ceremony. Grundy is the first Latina artist featured at Daybreak Star and works in watercolors. The opening of the exhibit commemorated the anniversary of
This document outlines an Indigenous perspective called "The Fourth Way" for building sustainable and harmonious prosperity in the Americas. It provides context on shifting global dynamics and the crisis of the current path, which it views as escalating conflict, chaos, violence and potential terrorism. The Fourth Way is presented as a strategic security strategy that could be more effective than military approaches. It discusses Indigenous analysis of the issues, principles for implementing an Indigenous cultural and spiritual awakening, and calls for action. The document argues that Indigenous peoples hold an important key to peace, security and well-being for all through constructive engagement of concerned parties.
The document presents "La Cuarta Vía", which is described as an Indigenous contribution to building sustainable and harmonious prosperity in the Americas. It began as a process of consultation with Indigenous leaders and communities across North America in 2001. The Cuarta Vía is presented as a sacred path to end cycles of violence and poverty, and help build harmony and sustainability. It is rooted in Indigenous prophecies and teachings from before European arrival. The document provides context around globalization, rising Indigenous political power in South America, and the challenges Indigenous peoples continue to face.
This document outlines The Fourth Way strategy for building sustainable and harmonious prosperity in the Americas. It provides context on current issues including rising religious fundamentalism, the War on Terror, globalization and economic crises. Indigenous movements are resurgent across the Americas as new left-leaning governments have come to power in some countries. The Fourth Way proposes addressing these challenges through non-violent means and Indigenous leadership according to 16 guiding principles like respect for Mother Earth and intercultural unity. It argues this strategy could more effectively promote peace, security and well-being than military or diplomatic approaches.
The United Indians of all Tribes Foundation Pathways to Prosperity Project aims to address high levels of poverty, homelessness, unemployment, and low education rates among Native Americans through community economic development. The project provides business consulting, training, and access to capital and financing to help build individual and community capacity for economic success. Its goals are to create job and business ownership opportunities, assist small business growth, and develop asset building and economic partnerships between tribes and corporations. The project aims to reduce Native American poverty by helping to create indigenous wealth.
The keynote address discusses the intergenerational impact of sexual abuse. It shares the speaker's personal experience with abuse as a child and young man, and how facing and healing from this abuse has helped him become more loving and forgiving. It also discusses two deeply painful instances of abuse against his daughter and sister, the challenges of pursuing justice, and his commitment to confronting and healing sexual abuse. The speaker expresses faith that the Creator will bring justice in its own time, and that through spiritual teachings and ceremonies, people can heal from even the deepest wounds of abuse.
The Pathways to Prosperity Project aims to assist the Native American community in Seattle transition from poverty to well-being. It focuses on addressing the root causes or "determinants" of poverty, such as poor health, lack of cultural identity, and inadequate access to services. The project is led by the United Indians of All Tribes Foundation and the Northwest Area Foundation. It takes a holistic, wrap-around approach, and will implement initiatives focused on education, health, cultural revitalization, and economic development.
This document provides background information on Phil Lane Jr., the recipient of the 2000 International Award for Freedom and Human Rights from the Swiss Foundation for Freedom and Human Rights. It details Lane's ancestry and lineage, which includes hereditary tribal chiefs and leaders from both his father's Yankton Sioux side and his mother's Chickasaw side. It describes how Lane was raised with a strong cultural identity and sense of responsibility to his tribal traditions and people. It outlines some of Lane's early life experiences and formative years, including his curiosity and travels that led to developing a deeper understanding of other cultures at a young age.
This document is the speech given by Phil Lane Jr. when receiving the Swiss Foundation for Freedom and Human Rights International Award for Freedom and Human Rights. The speech discusses Indigenous perspectives on freedom and human rights, including that all humans are sacred beings and we must respect each other's traditions and holy sites. It also outlines Lane's work developing sustainable development models and trade agreements between Indigenous groups to promote unity, healing, and prosperity.
The document outlines the Pathways to Prosperity Program, which aims to help Native Americans transition from poverty to well-being. It was developed by United Indians of All Tribes Foundation and the Native American community of Seattle, with initial funding from the Northwest Area Foundation. The program takes a holistic approach, addressing nine areas like education, health, culture, community building, and economic development. It is a long-term, 10-20 year journey meant to transform the root causes of poverty into determinants of well-being for individuals, families, organizations, and the community.
This document outlines 16 principles for building a sustainable world that were developed over 12 years through consultation with indigenous elders and communities across North America. It begins by describing 7 major challenges facing the world, including environmental destruction, population growth, and social/cultural disintegration. The principles focus on starting from within, working in a circle in a sacred manner to heal ourselves, relationships, and the world. Key aspects include culturally-based development, interconnectedness, participation, justice, and spirituality. The overall message is that following natural and spiritual laws is necessary to achieve unity, healing and a sustainable future.
The document discusses management virtues like trustworthiness, unity, respect and dignity, justice, and service and humility as foundations for management practices. It provides examples of how each virtue can influence management concepts and behavioral outcomes positively or negatively within an organization. Specific factors that may build or block each virtue are examined at the individual, team, organizational and societal levels. The document concludes with questions to examine the spiritual dimensions of work within an organization.
The document discusses sustainable development in several contexts:
1. It defines sustainable development and outlines how it has been defined in various contexts such as forestry, urban planning, and international development projects.
2. It discusses models for exploring sustainable development, including using pillars like environmental protection, economic development, and social development. It also discusses including additional pillars like culture and political participation.
3. It outlines key strategies for implementing sustainable development, including using systems thinking to address determinants of issues like poverty, working across boundaries in a transdisciplinary way, and working from principles of truth about what works and what is essential.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
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.
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.
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
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.
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.
25. Principle #1:
Human beings can
transform their
worlds
The web of our relationships with others and the
natural world, which has given rise to the problems
we face as a human family, can be changed.
26. Principle #2:
Development comes
from within
The process of human and community development
unfolds from within each person, relationship,
family, organization, community or nation.
27. Principle #3:
Healing is a
necessary part of
development.
Healing the past, closing up old wounds and learning
healthy habits of thought and action to replace
dysfunctional thinking and disruptive patterns of human
relations is a necessary part of the process of sustainable
development.
38. Principle #4:
Justice
Every person (regardless of gender, race, age,
culture, religion) must be accorded equal
opportunity to participate in the process of healing
and development and to receive a fair share of the
benefits.
39. Principle #5:
No Vision, No
Development
A vision of who we can become, and what a sustainable
world would be like, works as a powerful magnet,
drawing us to our potential.
48. Principle #7
Interconnectedness
Everything is connected to everything else. Therfore, any aspect
of our healing and development is related to all the others
(personal, social, cultural, political, economic, etc.). When we
work on any one part, the whole circle is affected.
50. Principle #8
No Unity, No
Development
Unity means oneness. Without unity, the common oneness that
makes (seemingly) separate human beings into ‘community’ is
impossible. Disunity is the primary disease of community.
62. Principle #9:
No Participation,
No Development
Participation is the active engagement of the minds,
hearts and energy of the people in the process of their
own healing and development.
65. Principle #10:
The hurt of one is
the hurt of all; the
honour of one is the
honour of all.
The basic fact of our oneness as a human family
means that development for some at the expense of
well-being for others is not acceptable or sustainable.
66. Principle #11:
Spirit
Human beings are both material and spiritual in nature.
It is therefore inconceivable that human community
could become whole and sustainable without bringing
our lives into balance with the requirements of our
spiritual nature.
69. Principle #12:
Morals and Ethics
Sustainable human and community development
requires a moral foundation. When morals decline
and basic ethical principles are violated,
development stops.
72. Principle #13:
Learning
Human beings are learning beings. We begin learning while
we are still in our mothers wombs, and unless something
happens to close off our minds and paralyze our capacities,
we keep learning throughout our entire lives. Learning is at
the core of healing and development.
73. Principle #14:
Sustainability
To sustain something means to enable it to continue for a
long time. Authentic development does not use up or
undermine what it needs to keep on going.
74. Principle #15:
Move to the Positive
Solving the critical problems in our lives and communities
is best approached by visualizing and moving into the
positive alternative that we wish to create, and by building
on the strengths we already have, rather than on giving
away our energy fighting the negative.
79. Principle #16:
Be the change
You Want to See
The most powerful strategies for change always
involve positive role modeling and the creation of
living examples of the solutions we are proposing.
By walking the path, we make the path visible.
80. The Reunion of the Condor and
Eagle
About This Initiative