The document discusses how success can actually hinder learning at both the individual and organizational level. It does this in three main ways: 1) When successful, people are likely to attribute success only to their own talents/strategy and ignore external factors or luck. 2) Success breeds overconfidence, making people think they don't need to change. 3) There is a tendency after success to not systematically investigate the causes of good performance like organizations do for failures. The article uses the example of the Ducati Corse motorcycle racing team, which stopped learning after early success, and only perceived failure caused them to reexamine their approach. Recognizing these impediments to learning from success is the first step to overcoming them.
The document discusses marketing strategies and techniques for business success. It covers various topics related to marketing including prevailing factors driving entrepreneurship in Nigeria like unemployment rates. It also discusses 12 big business lessons learned from successful entrepreneurs. Additionally, it outlines marketing technical concepts such as the marketing mix, marketing processes and environments, and marketing research methods. The document provides information on developing marketing strategies and initiatives.
Research shows that most firms are exploiting just 55% of their full growth potential. Growth Pitstop® provides a meta-model to fully engage your team in accelerating sustained and profitable growth.
Imagine a business professor met a racing champion! How much would they have to talk about? Well, as Growth Pitstop™ reveals, a lot!
The Growth Pitstop™ presents Speed Tests from the racetrack to powerfully communicate the latest research into the requirements of accelerating business performance and growth.
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
Creating a Culture of Operational Discipline that leads to Operational Excell...Wilson Perumal and Company
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of culture—one with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
Creating a Culture of Operational Discipline that leads to Operational Excell...Christopher Seifert
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of culture—one with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
This document discusses best practices in organizational learning and development. It provides examples of organizations that achieved large outcomes through their learning and development efforts. It also lists questions related to identifying needs, designing practices, evaluating impact, and replicating success. Examples of high-impact organizations are provided, as well as related resources for applying for awards that recognize excellence in practice.
Organizational fitness refers to how well an organization's systems, structure, people, and culture support its business strategy. Highly fit organizations are better able to continuously adapt to changes in their environment. While few organizations are perfectly fit, those that are more fit enjoy competitive advantages like barriers to entry and greater ability to innovate. Achieving and maintaining organizational fitness is difficult and requires ongoing assessment and realignment of key elements. Studies show organizations that excel in areas like strategy, execution, culture, and structure consistently outperform peers financially. Assessing and improving fitness is a multi-step process involving data collection, analysis, intervention, and evaluation.
This document discusses management strategies and internal and external factors that influence business management. It states that a good management strategy requires clear objectives, best practices, policies, and effective use of resources. Success depends on strong planning, organizing, leading, and controlling functions. Management must consider both internal factors like resources and external factors like globalization, technology, and ethics when making decisions. External challenges like new store locations can impact management functions and require attention to detail. Concentrating on core management functions helps address business queries while dealing with internal and external influences.
The document discusses marketing strategies and techniques for business success. It covers various topics related to marketing including prevailing factors driving entrepreneurship in Nigeria like unemployment rates. It also discusses 12 big business lessons learned from successful entrepreneurs. Additionally, it outlines marketing technical concepts such as the marketing mix, marketing processes and environments, and marketing research methods. The document provides information on developing marketing strategies and initiatives.
Research shows that most firms are exploiting just 55% of their full growth potential. Growth Pitstop® provides a meta-model to fully engage your team in accelerating sustained and profitable growth.
Imagine a business professor met a racing champion! How much would they have to talk about? Well, as Growth Pitstop™ reveals, a lot!
The Growth Pitstop™ presents Speed Tests from the racetrack to powerfully communicate the latest research into the requirements of accelerating business performance and growth.
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
Creating a Culture of Operational Discipline that leads to Operational Excell...Wilson Perumal and Company
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of culture—one with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
Creating a Culture of Operational Discipline that leads to Operational Excell...Christopher Seifert
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of culture—one with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
This document discusses best practices in organizational learning and development. It provides examples of organizations that achieved large outcomes through their learning and development efforts. It also lists questions related to identifying needs, designing practices, evaluating impact, and replicating success. Examples of high-impact organizations are provided, as well as related resources for applying for awards that recognize excellence in practice.
Organizational fitness refers to how well an organization's systems, structure, people, and culture support its business strategy. Highly fit organizations are better able to continuously adapt to changes in their environment. While few organizations are perfectly fit, those that are more fit enjoy competitive advantages like barriers to entry and greater ability to innovate. Achieving and maintaining organizational fitness is difficult and requires ongoing assessment and realignment of key elements. Studies show organizations that excel in areas like strategy, execution, culture, and structure consistently outperform peers financially. Assessing and improving fitness is a multi-step process involving data collection, analysis, intervention, and evaluation.
This document discusses management strategies and internal and external factors that influence business management. It states that a good management strategy requires clear objectives, best practices, policies, and effective use of resources. Success depends on strong planning, organizing, leading, and controlling functions. Management must consider both internal factors like resources and external factors like globalization, technology, and ethics when making decisions. External challenges like new store locations can impact management functions and require attention to detail. Concentrating on core management functions helps address business queries while dealing with internal and external influences.
Failure Resume. Embracing Failure for GrowthThe FaSheila Espinoza
The document discusses embracing failures and learning from mistakes through a "failure resume". It introduces the concept of a failure resume, which highlights one's resilience, adaptability, and growth from overcoming challenges. The failure resume focuses on lessons learned from setbacks and proving one's ability to bounce back, learn, and adapt. It exhibits transparency and honesty. The company BestResumeHelp.com assists with crafting failure resumes that showcase growth from failures in a compelling way to employers.
Technology Venture Assessment - Thomas TriumphThomas Triumph
Initial thoughts on assessing technology ventures proposed to an incubator:
1) A structured evaluation process is necessary to improve accuracy in predicting success and yield higher returns, even with just one additional successful venture. 2) The document outlines several strategies for evaluating new ventures, including embracing both quantitative and qualitative factors, exploring all sides of opportunities, and using outside experts. 3) Key metrics for assessment are identified across categories like market potential, technical feasibility, competition, and return on investment. Weighted scoring of ventures allows comparison.
Integrated Enterprise Excellence White PaperJon Hansen
Is Six Sigma Still Relevant in A Dynamically Changing World?
“With the growing level of dissatisfaction with programs such as Six Sigma, the question that needs to be asked is quite simply this . . . what are the key elements of a successful process improvement initiative?
This white paper focuses on the possible reasons behind the alarming number of failed or struggling programs, as well as providing insight into why Deming’s System of Profound Knowledge establishes a meaningful foundation upon which Forrest Breyfogle’s Integrated Enterprise Excellence methodology consistently delivers superior results.”
Integrated Enterprise Excellence - Jon W. HansenRonald Taylor
Integrated Enterprise Excellence - Whitepaper
What are the key elements of a successful IT initiative? I believe this paper on Integrated Enterprise Excellence represents the first step toward answering that question.
Integrated Enterprise Excellence White Paperguesta025e8
Is Six Sigma Still Relevant in a Dynamically Changing World?
With the growing level of dissatisfaction with programs such as Six Sigma, the question that needs to be asked is quite simply this . . . what are the key elements of a successful process improvement initiative?
This white paper, authored by critically acclaimed business writer Jon Hansen, focuses on the possible reasons behind the alarming number of failed or struggling programs, as well as providing insight into why Deming’s System of Profound Knowledge establishes a meaningful foundation upon which Forrest Breyfogle’s Integrated Enterprise Excellence methodology consistently delivers superior results.
This document summarizes the findings of a global study on enterprise performance management conducted by Oracle, Cranfield School of Management, and other universities. It finds that while companies recognize the importance of performance management, many still struggle with fully realizing its benefits due to several gaps. These gaps can be grouped into three categories: creating passion for performance management across organizations, ensuring the proper infrastructure is in place, and understanding what constitutes success. The document outlines specific gaps such as financial measures still dominating, advocacy decreasing at lower levels, concerns about data quality, and lack of integration between systems.
Bechmarking- Total Quality Management (TQM)Rehan Ehsan
Benchmarking involves systematically searching for best practices from other organizations and implementing innovative ideas to improve performance. It is a common tool used by many companies to enhance business and quality. There are three main types of benchmarking: internal, competitive, and process benchmarking. The benchmarking process involves six main steps - deciding what to benchmark, understanding current performance, planning the study, studying other organizations, learning from collected data, and using the findings to implement changes through action plans and achieve breakthrough performance.
The document discusses how to think clearly under pressure to achieve operational excellence. It outlines 8 tough choices that must be made: 1) defining goals, 2) engaging leadership, 3) scoping processes and prioritizing, 4) measuring success, 5) developing capabilities, 6) organizing roles, 7) building sustainable cultures, and 8) avoiding barriers. Clear thinking is important for dealing with everyday pressures so people are prepared when pressure is high. Leadership must engage others, understand capabilities, and role model behaviors to ensure everyday performance is a company's best.
Leaders do not naturally improve with age and experience alone. Less than 1% of corporate learning budgets are spent on developing executives, despite research showing leadership development is a top priority. While leaders need skills in many areas, surveys show their key challenges relate to strategic skills like setting strategy, communicating it, and ensuring alignment. Coaching can help leaders improve strategic skills through reflection, feedback, and deliberate practice of new ideas, helping businesses to improve.
Leaders do not naturally improve with age and experience alone. Less than 1% of corporate learning budgets are spent on developing executives, despite research showing leadership development is a top priority. While leaders need skills in many areas, their main challenges revolve around strategic thinking - setting strategy, communicating it, and ensuring alignment. Coaching can help leaders improve strategic skills through reflection, feedback, and deliberate practice of new ideas. Highly successful leaders like Jobs, Schmidt, and Welch all benefited from having advisers and coaches.
Women at work and the glass ceiling June 2011Timothy Holden
Women at work and the glass ceiling discusses barriers women face in advancing their careers. It defines key terms like glass ceiling and glass cliff. It examines reasons for increasing gender diversity in leadership and strategies women can take such as finding mentors and sponsors. Leaders are encouraged to provide developmental opportunities for women and recognize different leadership styles. While quotas aim to counteract discrimination, they may be seen as another form of inequality. Overall, organizations should assess themselves, support diversity, and implement programs to empower women and make them happier at work.
Can Social Media Contribute to Golf Club Business DevelopmentCarla Reynolds
This thesis examines how golf clubs in Ireland can effectively use social media to develop membership and customers. The author conducted interviews with managers at nine randomly selected golf clubs and distributed a survey to club members. Key findings included that age, privacy concerns, lack of structure, training and resources inhibit social media use. The author concludes that training golf club staff is essential to developing social media use, and recommends the Confederation of Golf in Ireland implement strategies like training to help clubs grow sustainably through social media.
We help you see the big picture–and make focused decisions.
When you look at your people, you need the complete picture, all in one place. With SuccessFactors, your training and performance management solutions are part of an integrated suite that puts an end to fragmented systems—and fragmented talent information. Now you can make fully informed decisions that make the most of your biggest
investment—your people.
The document provides an overview of overcoming project failure and secrets to mastering success. It discusses the importance of reputation for project managers and how to respond to failure with a growth mindset. It outlines 10 common mistakes project managers make including preparing an ambitious schedule, pretending to know more than you do, and ignoring problems. The document also discusses how to come back from failure through strategies like being honest about mistakes, having patience, and focusing on growth. It emphasizes that mindset is important and shares a parting quote about not being defeated by encountering defeats.
Boosting business results and engagement – 3 simple steps for L&D professionalsLaura Overton
Laura Overton shares how formal benchmarking can help L&D leaders become the boost business results and improve learning engagement.. The presentation looks at:
• Benchmarking as an L&D business improvement tool and why current L&D benchmarks are wholly in adequate
• How new learning benchmarks can help L&D leaders improve results and engagement.
• The benefits that great benchmark data can add to aligning learning to need, forging business relationships and prioritising action areas.
• 3 simple steps to help you benchmark with L&D peers.
The session draws on benchmark data from over 2200 L&D professionals around the globe. Participants are invited to take part in the confidential Towards Maturity Benchmark for free until 12th July 2012 here [https://www.surveymonkey.com/s/TM2013Benchmark].
Find out more about Towards Maturity Benchmark Reports at www.towardsmaturity.org/benchmarking
Find out more about new learning benchmarks by joining The Towards Maturity New Learning Benchmark group on Linked In.[ http://www.linkedin.com/groupRegistration?gid=3696010]
Follow benchmark conversations on twitter at #bethtebest13
This session was originally given presented as part of the Corporate e-learning Consortium webinar Series
The document discusses road blocks to successfully implementing Scrum and agile methodologies. It identifies the main road blocks as: regional cultural barriers in Brazil like distrusting others' work and resisting challenges to authority; corporate behaviors like traditional command-and-control mindsets and outdated administrators; group reactions when problems are exposed; and how individuals' behaviors can influence the agile dynamics, such as taking criticism personally. The largest road block identified is fear-based corporate cultures, which prioritize short-term goals and discourage failure and learning.
The document discusses open systems and collaboration as emerging solutions for organizations. [1] Open systems reject bureaucracy and encourage participation, diversity, and new rules. [2] Due to new technologies, the ability to communicate, engage participants, and see spontaneous action is widespread. [3] The success of smaller, more innovative companies shows that larger organizations should decentralize to better adapt to changing environments.
This document discusses organizational learning from failure. It begins by defining a learning organization and discussing barriers to learning from failure, which can be technical, social, intrapyschical, or interpersonal. The process of organizational learning from failure involves timely identification of mistakes, finding key failures, analyzing failures through thoughtful discussion, and experimentation. Putting failure to work involves overcoming barriers through training, developing psychological safety, and reframing failure as a natural part of learning rather than something to avoid. When done effectively, learning from failure can help organizations adapt to change and accumulate knowledge beyond what individuals can learn.
You will be doing a Health Policy Analysis Power Point on a releva.docxalisondakintxt
You will be doing a Health Policy Analysis Power Point on a relevant medical issue in the Metro Detroit Area. Choose ONE.
You must include 1-2 scholarly sources WITHING THE PAST 5 YEARS to support the BACKGROUND, LANDSCAPE, OPTIONS AND RECOMMEDATIONS. IF YOU THIS IS NOT INCLUDED I WILL ASK THAT YOU RE-DO THE ASSIGNMENT
SPEAKER NOTES ARE REQUIRED
Research a healthcare issue that has been identified in your local community. Develop a power point presentation with speaker notes. You will then use the power point during your Kaltura recording. Structure a health policy analysis presentation that addresses the following topics particular to your health problem.
· Problem Statement
· Background
· Landscape
· Options
· Recommendations
Problem statement: Defines the problem addressed in the analysis
Background: Provides factual information needed to understand the problem
Landscape: Reviews the various stakeholders and their concerns
Options: Describes and analyzes several options to address the problem
Recommendation: Offers one option as the best action to pursue
.
Which of the three major sociological approaches to understanding so.docxalisondakintxt
Which of the three major sociological approaches to understanding social problems related to work and the economy do you most prefer? Why?
Requirements (due Wednesday
before midnight):
Be Substantive.
Minimum of 250-words to 500-words (must have footnotes)
Must provide scholarly or current events in text citation (textbook, other scholarly/peer-reviewed sources found in the school's library database, internet sources ending in .gov or .edu; or newspapers) – Minimum of 2 references
Address current political climate and election
.
More Related Content
Similar to Failures get a postmortem. Why not triumphs by Francesc
Failure Resume. Embracing Failure for GrowthThe FaSheila Espinoza
The document discusses embracing failures and learning from mistakes through a "failure resume". It introduces the concept of a failure resume, which highlights one's resilience, adaptability, and growth from overcoming challenges. The failure resume focuses on lessons learned from setbacks and proving one's ability to bounce back, learn, and adapt. It exhibits transparency and honesty. The company BestResumeHelp.com assists with crafting failure resumes that showcase growth from failures in a compelling way to employers.
Technology Venture Assessment - Thomas TriumphThomas Triumph
Initial thoughts on assessing technology ventures proposed to an incubator:
1) A structured evaluation process is necessary to improve accuracy in predicting success and yield higher returns, even with just one additional successful venture. 2) The document outlines several strategies for evaluating new ventures, including embracing both quantitative and qualitative factors, exploring all sides of opportunities, and using outside experts. 3) Key metrics for assessment are identified across categories like market potential, technical feasibility, competition, and return on investment. Weighted scoring of ventures allows comparison.
Integrated Enterprise Excellence White PaperJon Hansen
Is Six Sigma Still Relevant in A Dynamically Changing World?
“With the growing level of dissatisfaction with programs such as Six Sigma, the question that needs to be asked is quite simply this . . . what are the key elements of a successful process improvement initiative?
This white paper focuses on the possible reasons behind the alarming number of failed or struggling programs, as well as providing insight into why Deming’s System of Profound Knowledge establishes a meaningful foundation upon which Forrest Breyfogle’s Integrated Enterprise Excellence methodology consistently delivers superior results.”
Integrated Enterprise Excellence - Jon W. HansenRonald Taylor
Integrated Enterprise Excellence - Whitepaper
What are the key elements of a successful IT initiative? I believe this paper on Integrated Enterprise Excellence represents the first step toward answering that question.
Integrated Enterprise Excellence White Paperguesta025e8
Is Six Sigma Still Relevant in a Dynamically Changing World?
With the growing level of dissatisfaction with programs such as Six Sigma, the question that needs to be asked is quite simply this . . . what are the key elements of a successful process improvement initiative?
This white paper, authored by critically acclaimed business writer Jon Hansen, focuses on the possible reasons behind the alarming number of failed or struggling programs, as well as providing insight into why Deming’s System of Profound Knowledge establishes a meaningful foundation upon which Forrest Breyfogle’s Integrated Enterprise Excellence methodology consistently delivers superior results.
This document summarizes the findings of a global study on enterprise performance management conducted by Oracle, Cranfield School of Management, and other universities. It finds that while companies recognize the importance of performance management, many still struggle with fully realizing its benefits due to several gaps. These gaps can be grouped into three categories: creating passion for performance management across organizations, ensuring the proper infrastructure is in place, and understanding what constitutes success. The document outlines specific gaps such as financial measures still dominating, advocacy decreasing at lower levels, concerns about data quality, and lack of integration between systems.
Bechmarking- Total Quality Management (TQM)Rehan Ehsan
Benchmarking involves systematically searching for best practices from other organizations and implementing innovative ideas to improve performance. It is a common tool used by many companies to enhance business and quality. There are three main types of benchmarking: internal, competitive, and process benchmarking. The benchmarking process involves six main steps - deciding what to benchmark, understanding current performance, planning the study, studying other organizations, learning from collected data, and using the findings to implement changes through action plans and achieve breakthrough performance.
The document discusses how to think clearly under pressure to achieve operational excellence. It outlines 8 tough choices that must be made: 1) defining goals, 2) engaging leadership, 3) scoping processes and prioritizing, 4) measuring success, 5) developing capabilities, 6) organizing roles, 7) building sustainable cultures, and 8) avoiding barriers. Clear thinking is important for dealing with everyday pressures so people are prepared when pressure is high. Leadership must engage others, understand capabilities, and role model behaviors to ensure everyday performance is a company's best.
Leaders do not naturally improve with age and experience alone. Less than 1% of corporate learning budgets are spent on developing executives, despite research showing leadership development is a top priority. While leaders need skills in many areas, surveys show their key challenges relate to strategic skills like setting strategy, communicating it, and ensuring alignment. Coaching can help leaders improve strategic skills through reflection, feedback, and deliberate practice of new ideas, helping businesses to improve.
Leaders do not naturally improve with age and experience alone. Less than 1% of corporate learning budgets are spent on developing executives, despite research showing leadership development is a top priority. While leaders need skills in many areas, their main challenges revolve around strategic thinking - setting strategy, communicating it, and ensuring alignment. Coaching can help leaders improve strategic skills through reflection, feedback, and deliberate practice of new ideas. Highly successful leaders like Jobs, Schmidt, and Welch all benefited from having advisers and coaches.
Women at work and the glass ceiling June 2011Timothy Holden
Women at work and the glass ceiling discusses barriers women face in advancing their careers. It defines key terms like glass ceiling and glass cliff. It examines reasons for increasing gender diversity in leadership and strategies women can take such as finding mentors and sponsors. Leaders are encouraged to provide developmental opportunities for women and recognize different leadership styles. While quotas aim to counteract discrimination, they may be seen as another form of inequality. Overall, organizations should assess themselves, support diversity, and implement programs to empower women and make them happier at work.
Can Social Media Contribute to Golf Club Business DevelopmentCarla Reynolds
This thesis examines how golf clubs in Ireland can effectively use social media to develop membership and customers. The author conducted interviews with managers at nine randomly selected golf clubs and distributed a survey to club members. Key findings included that age, privacy concerns, lack of structure, training and resources inhibit social media use. The author concludes that training golf club staff is essential to developing social media use, and recommends the Confederation of Golf in Ireland implement strategies like training to help clubs grow sustainably through social media.
We help you see the big picture–and make focused decisions.
When you look at your people, you need the complete picture, all in one place. With SuccessFactors, your training and performance management solutions are part of an integrated suite that puts an end to fragmented systems—and fragmented talent information. Now you can make fully informed decisions that make the most of your biggest
investment—your people.
The document provides an overview of overcoming project failure and secrets to mastering success. It discusses the importance of reputation for project managers and how to respond to failure with a growth mindset. It outlines 10 common mistakes project managers make including preparing an ambitious schedule, pretending to know more than you do, and ignoring problems. The document also discusses how to come back from failure through strategies like being honest about mistakes, having patience, and focusing on growth. It emphasizes that mindset is important and shares a parting quote about not being defeated by encountering defeats.
Boosting business results and engagement – 3 simple steps for L&D professionalsLaura Overton
Laura Overton shares how formal benchmarking can help L&D leaders become the boost business results and improve learning engagement.. The presentation looks at:
• Benchmarking as an L&D business improvement tool and why current L&D benchmarks are wholly in adequate
• How new learning benchmarks can help L&D leaders improve results and engagement.
• The benefits that great benchmark data can add to aligning learning to need, forging business relationships and prioritising action areas.
• 3 simple steps to help you benchmark with L&D peers.
The session draws on benchmark data from over 2200 L&D professionals around the globe. Participants are invited to take part in the confidential Towards Maturity Benchmark for free until 12th July 2012 here [https://www.surveymonkey.com/s/TM2013Benchmark].
Find out more about Towards Maturity Benchmark Reports at www.towardsmaturity.org/benchmarking
Find out more about new learning benchmarks by joining The Towards Maturity New Learning Benchmark group on Linked In.[ http://www.linkedin.com/groupRegistration?gid=3696010]
Follow benchmark conversations on twitter at #bethtebest13
This session was originally given presented as part of the Corporate e-learning Consortium webinar Series
The document discusses road blocks to successfully implementing Scrum and agile methodologies. It identifies the main road blocks as: regional cultural barriers in Brazil like distrusting others' work and resisting challenges to authority; corporate behaviors like traditional command-and-control mindsets and outdated administrators; group reactions when problems are exposed; and how individuals' behaviors can influence the agile dynamics, such as taking criticism personally. The largest road block identified is fear-based corporate cultures, which prioritize short-term goals and discourage failure and learning.
The document discusses open systems and collaboration as emerging solutions for organizations. [1] Open systems reject bureaucracy and encourage participation, diversity, and new rules. [2] Due to new technologies, the ability to communicate, engage participants, and see spontaneous action is widespread. [3] The success of smaller, more innovative companies shows that larger organizations should decentralize to better adapt to changing environments.
This document discusses organizational learning from failure. It begins by defining a learning organization and discussing barriers to learning from failure, which can be technical, social, intrapyschical, or interpersonal. The process of organizational learning from failure involves timely identification of mistakes, finding key failures, analyzing failures through thoughtful discussion, and experimentation. Putting failure to work involves overcoming barriers through training, developing psychological safety, and reframing failure as a natural part of learning rather than something to avoid. When done effectively, learning from failure can help organizations adapt to change and accumulate knowledge beyond what individuals can learn.
Similar to Failures get a postmortem. Why not triumphs by Francesc (20)
You will be doing a Health Policy Analysis Power Point on a releva.docxalisondakintxt
You will be doing a Health Policy Analysis Power Point on a relevant medical issue in the Metro Detroit Area. Choose ONE.
You must include 1-2 scholarly sources WITHING THE PAST 5 YEARS to support the BACKGROUND, LANDSCAPE, OPTIONS AND RECOMMEDATIONS. IF YOU THIS IS NOT INCLUDED I WILL ASK THAT YOU RE-DO THE ASSIGNMENT
SPEAKER NOTES ARE REQUIRED
Research a healthcare issue that has been identified in your local community. Develop a power point presentation with speaker notes. You will then use the power point during your Kaltura recording. Structure a health policy analysis presentation that addresses the following topics particular to your health problem.
· Problem Statement
· Background
· Landscape
· Options
· Recommendations
Problem statement: Defines the problem addressed in the analysis
Background: Provides factual information needed to understand the problem
Landscape: Reviews the various stakeholders and their concerns
Options: Describes and analyzes several options to address the problem
Recommendation: Offers one option as the best action to pursue
.
Which of the three major sociological approaches to understanding so.docxalisondakintxt
Which of the three major sociological approaches to understanding social problems related to work and the economy do you most prefer? Why?
Requirements (due Wednesday
before midnight):
Be Substantive.
Minimum of 250-words to 500-words (must have footnotes)
Must provide scholarly or current events in text citation (textbook, other scholarly/peer-reviewed sources found in the school's library database, internet sources ending in .gov or .edu; or newspapers) – Minimum of 2 references
Address current political climate and election
.
Throughout the course we have examined that the African American com.docxalisondakintxt
Throughout the course we have examined that the African American communities have changed drastically as more Americans have become aware of the injustices faced by millions of people of color. Analyzing African American history, examine the historical processes that led to Black Lives Matters.
.
Understanding Culture
Food, Faith, & Culture
Dr. Fred Foy Strang
For this exercise you are conducting anthropological “field research” through participation,
participant observation, and data recording. This is a simple foray into the field so it does not
include a formal literature review or establishment of hypotheses. Our task is simply to
experience and reflect upon a ‘hands-on’ opportunity for actual observation, data recording, and
preliminary analysis.
Food is an important part of everyone’s culture. Food is also connected to religious
observance and spiritual ritual for many different faiths, including Christianity, Judaism,
Islam, Hinduism and Buddhism. The role of food in cultural practices and religious beliefs is
complex and varies among individuals and communities.
Focus on the Issue (Food, Faith, & Culture)
• To examine local and non-indigenous cultural influences reflected at various at public
eateries?
• To discover where these distinctives find convergence or how local culture is
reflected in the eatery/food.
• To observe social dynamics and cultural practices in public eateries and postulate
connections to local culture and/or religion.
Focus on Observation
What are the surroundings? What are people wearing? What language(s)/dialect(s) is/are
spoken? What customs are observed? Who is involved in these customs? What do you
notice about the participants (workers/owners/customers).
Focus on Interaction
Who is serving you? What do you observe about their work? Are their other people
involved in the establishment? What are their roles? You are encouraged to engage in ‘non-
directive interviewing’ on the topic of food and its relationship to culture & religion. (This is
simply getting a responder to talk and converse about a certain subject as opposed to
‘directive interviewing’ which asks specific questions or utilizes surveys.)
Focus on Participation
Place an order for something to eat. How is the food you ordered and will eat related to the
cultural influences you are observing? How do you pay for your food and recognize the
service you received?
Focus on Analysis
(This will be a minimum of 4 double spaced pages and a maximum of 7).
Document your research in a formal report format. Include in your analysis preliminary
answers to the initial issues. Finally, postulate a relationship between food, culture and faith.
What questions require further research? What kind of research might that be?
.
The Elderly populationPowerPoint Presentation.Discuss the as.docxalisondakintxt
The Elderly population
PowerPoint Presentation.
Discuss the aspects of your chosen vulnerable population.
Discuss the reason why is this group considered vulnerable.
Discuss what are the most common communicable diseases in this population, and why.
Discuss barriers to healthcare and access to care for your vulnerable population.
Use information technology to identify resources that will improve health outcomes of the vulnerable population.
Examine evidence based practices that improve health outcomes of the vulnerable population.
Discuss how the issues this group is facing relates to the community/public health nursing.
Minimum 10/maximum 15 slides, including speaker notes, excluding the title and reference slides.
.
The leader of your organization just resigned because they were arre.docxalisondakintxt
The leader of your organization just resigned because they were arrested. You are now in charge of guiding the organization through the process of picking a new leader. Which model of leadership will you pick and why? Make the case for one by comparing and contrasting with the others. 5-7 scholarly sources.
.
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
STUDENT REPLIESDISCUSSION 2STUDENT REPLY #1 Darlene Milan On.docxalisondakintxt
STUDENT REPLIES
DISCUSSION 2
STUDENT REPLY #1 Darlene Milan
One major technological advancement I think will affect profiling practices in the future is CGT (Criminal Geographic Targeting). CGT is a computerized geographic profiling technique used in police investigations of complex serial crimes (Rossmo, 1995). A criminal analysis technique that uses the locations of a connected series of crime sites to determine the most probable area of the offender's residence. According to Rossmo, geography plays an important role in the offender's selection of suitable victims, which is why this program will be important in the future. The CGT produces a map showing specific details, for example, patrol saturation, grid and area searches, police information and record systems, outside agency databases, and zip code prioritization. This process includes investigation reports, witness statements, autopsy reports, and psychological profiles (1995). In addition, a detailed examination of a crime scene, interviews with lead investigators, crime analysts, and demographic data (Holmes & Holmes, 2004).
The computer revolution has arrived in our world and is becoming the next major advance in our arsenal of weapons against crime. The computer revolution has dramatically influenced the criminal justice system and is used to track crimes and criminals. The future of computerized monitoring, for example, is that of the Drug Enforcement Administration (DEA), which uses a tracking system called the Drug Abuse Warning Network (DAWN). In addition, computerized profiling may soon help law enforcement personnel define efficiently the types of personalities associated with violent crimes such as murder, rape, and serial murder (Holmes & Holmes, 2004).
References
Holmes, R. M., & Holmes, S. T. (2009). Profiling violent crimes: An investigative tool (4th ed.). Thousand Oaks, CA: Sage Publications, Inc.
STUDENT REPLY #2 Shaquanta Frazier
I think the technology advancements in criminal profiling in the future and I do believe that GPS and Drones will be more effective in the future because with GPS it can give the location of the suspect, it helps with high-speed chases, and it even help the law enforcement where the victim was last seen through their cellphones tower and GPS systems. GIS systems help with keeping track of police vehicles and give the department their location at any time. Drones give more adapt process of the suspect and it can help you cover more area to help in locating the suspect, give you more details of crime and help in finding evidence that law enforcement missed during their first investigation. Drones can reach harder places and can be beneficial to the crime scene.
References:
Legal Technology Advancements for the Criminal Justice System
Legal technology for the criminal justice system has evolved and allow them to work more efficiently. Learn more about the new legal tech.
Practice Panther
Significance Test
A significance test (hyp.
the elderly populationIdentify a vulnerable population or a comm.docxalisondakintxt
the elderly population
Identify a vulnerable population or a community health issue and use what you have learned during this course using EBP to guide health technology, community resources, screening, outreach, referral and follow up to improve health outcomes in the community.
Must address all of the topics.
At least 200 words minimum 350 words maximum.
APA format, including a minimum of two references within a 5 year span.
.
TECH460Module 2Organization Profile and Problem Statement.docxalisondakintxt
TECH460
Module 2
Organization Profile and Problem Statement
RubricCriteriaTotalSelection of Organization 30Identification of products and services40Analysis of potential improvements40Problem statement40Total150
The Organization
Coca Cola was founded in 1892 by John Pemberton.
Coca Cola does sell 2800 products in more than 200 countries.
It is one of the largest corporation in USA and biggest distributor of beverage in the world.
In 1978 , Coca Cola was the only company allowed to sell cold packaged in China.
Coca Cola invest heavily in the betterment of their corporation and keeping the employees up to date.
Still Coca Cola has got a lot of issues that they need to take into consideration.
Products and Services
Coca Cola Market, manufacture and sell rea, coffee, plant based drinks, juice dairy, sports drinks, water, soft drinks, finished beverages and concentrated syrups.
The product is available in more than 200 territories and countries.
Some of the most prominent drinks in the company includes.
Sprite
Vitamin WATER
Fuze Tea
Gold Peak Teas
Smartwater
Areas for Improvement with Technology
Dealing with rivals
Continuous market research using high technologies.
Continuous competitor analysis using AI or ML.
Integration of Customer Focus
Incorporating CRM using technology can enhance customer focus.
Management can effectively communicate with customers.
Sales promotion
Improving sales promotion using blockchain technology.
Using IoT for sales promotion.
Supplier Relationship Management
Using SRM software for managing supplier relationships.
Problem Statement
Coca Cola Company needs to focus on incorporating technology to enhance customer focus.
It is possible that incorporating CRM, also known as customer relationship management, into daily technical operations can help the company in becoming more customer-focused. It refers to a system that enables businesses to control their interactions with customers.
For instance, Coca-Cola may achieve this aim by implementing customer relationship management software. This would enable management to communicate with customers more successfully.
The management of the company will be able to identify consumer complaints more quickly, which will allow them to quickly and effectively address these problems.
With the combination of Internet of Things IoT and CRM, Coca-Cola Company can collect the customer data in a more efficient and effective way.
References
Li, B., & Li, Y. (2017). Internet of things drives supply chain innovation: A research framework. International Journal of Organizational Innovation, 9(3), 71-92.
Chin, J., Callaghan, V., & Allouch, S. B. (2019). The Internet-of-Things: Reflections on the past, present and future from a user-centered and smart environment perspective. Journal of Ambient Intelligence and Smart Environments, 11(1), 45-69.
De Cremer, D., Nguyen, B., & Simkin, L. (2017). The integrity challenge of the Internet-of-Things (IoT): on understanding its dark .
Step 1Select ONE of the following viral agents for your assignme.docxalisondakintxt
Step 1
Select ONE of the following viral agents for your assignment.
Human papillomavirus, Influenza A, Hepatitis B, Rotavirus, Norovirus, Varicella-zoster, Ebola, Zika virus, West Nile virus
Step 2
Research the chosen viral agent to examine the anatomical structures and diseases associated with it.
Step 3
Using the template below, answer the following:
Where the organism is normally found and how is it spread?
What are the virulence factors of the organism?
What are the symptoms and incubation period of the infection caused by the organism?
How would you diagnose an infection caused by the organism?
Describe how the organism infects different organs and how the immune system responds to infection.
What is the current treatment plan for the infections caused by the organism and the treatment success rate?
What populations are most at risk for infection?
What environments and sources are associated with the organism?
What are some public health implications of the infection caused by the agent?
What precautions can the public take to prevent infections?
Assignment File(s)
Unit 3 Virus Template
[Word document
.
The Christianity ReligionAdiesa BurgessD.docxalisondakintxt
The Christianity Religion
Adiesa Burgess
Dr. Mixon
PSYC-401
11 November 2022
The Christianity Religion
Christianity is the largest religion in the world. It involves a large number of people globally who adhere to it. The religion has a number of customs and tenets that have to do with dying, bereavement, rites of grieving, burial and cremation. One of the most active areas of inquiry worldwide has been attempting to comprehend how different religions view death. This subject is significant since everyone must undergo death at some point in their lives. Students that are studying religion and culture will find this information useful. Additionally, this information will be extremely helpful to anyone who is interested in Christianity or, more specifically, death.
Christians consider that a person's physical existence begins at birth and ends at death. They have a steadfast conviction that there is only one journey through this world, and it ends in death. Christians believe that each person only experiences death once during their lifetime and that it can happen to anyone at any time. Anyone can die, regardless of their age or gender; in other words, whether you're young or old, male or female, you must pass away. They hold the view that God, their heavenly and spiritual father, decides who lives and who dies as well as planning everyone's death (Vail III & Soenke 2018). They refer to death as God's will, which they are obligated to accept despite their heart desires. They believe there is life after death. They hold the view that after passing away, the souls of the deceased begin a new existence.
Undoubtedly, one of the most frequently discussed subjects in literature is death. Themes like pain and grief, love, perseverance, illness, and immortality are frequently depicted in combination with death and are hence closely tied to it. Death typically has themes of pain and grief, particularly when it affects persons who were close to the departed. Mourning stems from suffering and grief (Vail III & Soenke 2018). Mourning is the sentiment of sadness for another person's passing. Christians believe that after a death, the bereaved person's immediate family should get together and grieve with them. They view it as something that has an impact on society as a whole. They pray for God to comfort the family members during the period of grieving. They also give God, who they believe is in charge of the departed, the soul of the individual who has passed away.
Once an individual has passed away a ceremony is carried out to celebrate the life of the deceased person, a funeral ceremony. Some of the ceremonies are held publicly or privately depending on the choice of the family members. During the ceremony, they share about the person’s life and bury their body. After the funeral ceremony, the body is either buried or cremated. Burring involves covering the body underground while cremation involves burning the body into ashes. Death is a stage.
Review the term Significance Test in the Statistics Visual Learner.docxalisondakintxt
Review the term Significance Test in the "Statistics Visual Learner" media piece.
When a newspaper or magazine article reports the results of a study and draws a conclusion without also reporting whether the results are statistically significant, what are the possible reasons for doing so? How seriously should you take the conclusion offered in such a study? Discuss.
.
Research Paper PresentationWith the information you gathered.docxalisondakintxt
Research Paper Presentation
With the information you gathered for your Research Paper, you will now create an intriguing visual presentation and present it to the class.
Presentation should include following slides-
Introduction (1 slide)
literature review (2 slide)
Analysis of the literature (1slide)
Discussion paragraphs 1, 2, 3 (2 slide)
Conclusion (1slide)
Title page and reference list (2 slides)
Your presentation should be between 5-7 minutes long; practice it several times beforehand!
.
Step 1 You are a registered nurse who works with wound-care patien.docxalisondakintxt
Step 1
You are a registered nurse who works with wound-care patients. J. S. is a 34-year-old woman who had a mastectomy six weeks ago. She developed a staph infection, and the surgical site was debrided as part of the treatment.
You now care for J. S. at her home and photograph her wound. The photos are sent to the multidisciplinary care team at the wound center. The team makes changes in the treatment plan based on your assessment and photographs of the wound. A physician in a nearby state also has a weekly video conference with J. S. about the plan of care.
.
Objectives Unacceptable Below Average Acceptable Above Average.docxalisondakintxt
Objectives Unacceptable Below Average Acceptable Above Average Exemplary Score
0 Points 20 Points
Student did not make any
post in the discussion board
Student posts were on time
0 Points 5 Points 10 Points 15 Points 20 Points
No reference to any course
reading
Makes reference to
assigned readings; attempts
to cite the source
Makes references to course
and/or outside reading
material but citations do not
conform to an acceptable
citation format
Refers to and properly cites
in APA format course and/or
outside reading in initial
posting only
Refers to and properly cites
in APA format either course
materials or external
readings in initial posts and
responses
0 Points 5 Points 10 Points 15 Points 20 Points
No postings for which to
evaluate language and
grammar
Poorly written initial posting
and responses including
frequent spelling, structure,
and/or grammar errors
Communicates in friendly,
courteous, and helpful
manner with some spelling,
grammatical, and/or
structural errors
Contributes valuable
information with minor
grammatical or structural
errors
No spelling, structure, or
grammar errors in any
posting; Contributes to
discussion with clear,
concise comments
0 Points 5 Points 10 Points 15 Points 20 Points
No initial posting
Response was not on topic,
the message was unrelated
to assignment, and post was
less than 150 words
The initial posting did not
adequately address the
question posed in the forum;
superficial thought and
preparation
Initial posting demonstrates
sincere reflection and
answers most aspects of the
forum; full development
Initial posting reveals a solid
understanding of all aspects
of the task; uses factually
and relevand information;
and the length of the posting
is at least 150 words
0 Points 5 Points 10 Points 15 Points 20 Points
Student did not participate in
this forum
Student participated on but
did not respond to other
student posts
Student participated but only
responded to one
Student participated and
commented on two other
student's posts
Student actively
participated, responded to at
least two other students'
posts, and replied to other
students' comments on their
original post.
Total Score 0
Frequency of
Participation
Reference to
Course Readings
Language and
Grammar
DISCUSSION FORUM RUBRIC
Timeliness of
Forum Posting
Quality of Initial
Posting
Module 6: Suicide
Suicide: Definition
An individual Act to cause his or her own death
(No one else is involved)
WITH
The Intention to Die
Suicide
• Suicide is one of the leading causes of death
in the world
o It is estimated that 700,000 people die of it each
year, with 31,000 suicides per year in the U.S.
alone
• Many more unsuccessfully attempt suicide
than actually succeed
o Such attempts are called “parasuicides”
Suicide
• It is difficult to obtain accurate figures on
suicide rates
o Many “accidents” may be inte.
Marketing Plan Analysis and Presentation Part 1– Rese.docxalisondakintxt
Marketing Plan Analysis and Presentation: Part 1– Research
Company Name: Meta
Brand Story:
Meta is a cutting-edge technology company that is focused on the growth of communities, virtual realities, and thriving businesses in the future. Their new brand name reflects their dedication to bringing the metaverse to life in the not-too-distant future. The corporation once went by the name Facebook, and it is well-known for owning a number of well-known social media platforms, including Facebook and Instagram, which it continues to do so well even now. Their slogan, "Connection is evolving, so are we," is meant to convey that they are committed to fulfilling their purpose of bringing people together through a variety of channels of online communication (Meta, 2022). The corporation provides both merchandise (virtual reality gear, for example) and access to online communities in which users may collaborate with one another by exchanging information, photographs, and other forms of content. In addition, Meta is putting its efforts into the development of future technologies that will increase the level of online interactions to a whole new level. Through continuous innovation, the company continues to pursue its mission which targets to bring people together(de Oliveira Santini et al., 2020). From its website the company has made clear its commitment to diversity by ensuring that its employees reflect the diverse users of its platforms. The company has indicated on its website that its values and principles include moving fast, being bold, focus on impact, build social value and be open(Meta, 2022). The rate at which Meta is innovating is nothing short of these values as the company is moving fast toward the future of social media.
Company Vision:
“Help bring the metaverse to life.”
Company Mission:
“Bring people together.”
Company Marketing Objectives:
Raise brand awareness
Promote unity and community
Provision of helpful services while generating profits
Company Marketing Strategies and Tactics:
In order for them to achieve these marketing goals, it is necessary for them to follow through with the plans and techniques that they have devised. Meta's mission is to keep people protected and out of harm's way through increased brand awareness (Kretschmer et al., 2020). When the organization starts to get more traction, Meta's plan to secure people's information will already be in place and ready to use (Meta, 2021). The partnership with spark foundry is one of the strategies that meta is utilizing. A media management agency, Spark Foundry helps in the advertising of companies through strategic thought leadership, media innovation, and cross-channel methods. In order to contribute toward the goal of fostering togetherness. Facebook's goal of making the world a better place is aligned with the community Meta project's goals. Meta intends to continue expanding its brand by participating in community activities (Kretschmer et al., 2020). They will co.
Learning Objectives By the end of this presentation, you will b.docxalisondakintxt
Learning Objectives: By the end of this presentation, you will be able to…
describe Loftus’ studies demonstrating how the power of suggestion plays a role in the misinformation effect and in creating false memories.
describe the history of unintentional memory manipulation in therapy; describe how memories might be intentionally manipulated to change present maladaptive behavior.
describe findings from the innocence project on the nature and rates of errors in eyewitness testimony.
describe cognitive processes that contribute to eyewitness error and how police procedures inadvertently capitalized on these processes.
Our Fallible Memories
I. The Power of Suggestion
A. To Alter Memories: The Misinformation Effect
Loftus & Palmer (1974)
B. To Create Memories: False Memories
Lost in the Shopping Mall
False Memories of Traumatic Events
C. To Alter Present Maladaptive Behavior: Better Parenting Though Lies
D. Meet the Expert:
Elizabeth Loftus
Our Fallible Memories
I. The Power of Suggestion
II. Errors in Eyewitness Testimony
A. Demo G. Wells’
Bomber On the Roof
B. nature and rates of error (from
the innocence project)
C. cognitive processes that contribute to eyewitness error
error at perception & attention: weapons focus
Our Fallible Memories
Weapons Focus (Stanny & Johnson, 2000)
I. The Power of Suggestion
II. Errors in Eyewitness Testimony
A. Demo G. Wells’
Bomber On the Roof
B. nature and rates of error (from
the innocence project)
C. cognitive processes that contribute to eyewitness error
error at perception & attention: weapons focus
error due to source monitoring: “sixpack” fosters familiarity at lineup
errors due to suggestion: assuming the perpetrator is present
errors due to construction: filling-in-the-blanks
D. Meet the Expert:
Scott Fraser
Our Fallible Memories
media1.mp4
image2.png
image3.png
image4.png
Learning Objectives: By the end of this presentation, you will be able to…
describe the various sources of information from which memories are constructed; identify the source responsible for constructing memory in Barlett’s “War of the Ghosts” study
explain how source misattribution in Jacoby’s “Famous Overnight Experiment” illustrates that memory is constructed from various sources.
define and describe the relationships among: expectations, schema, script and stereotype; explain how the “Office” and “Rumor” Studies demonstrate the role of expectancies in memory construction.
discuss memory construction in the broader context of challenges the mind must overcome and identify implication for false memories and confidence
Constructing Memories
I. Introduction
A. Createmem Astound Demo
B. A Classic Illustration: Bartlett’s (1932) “War of the Ghosts” Experiment
British participants read a Canadian Indian folktale…
over a period of time (u.
RACE, ETHNICITY, AND THE DEATH PENALTYConstitutionality.docxalisondakintxt
RACE, ETHNICITY, AND THE DEATH
PENALTY
Constitutionality
Public Opinion
Empirical Evidence
OVERVIEW
• Current statistics
• Who’s on death row?
• Constitutionality of capital punishment
• Supreme Court case law
• Public attitudes towards capital punishment
• Racialized support
• Empirical evidence of racial bias?
• Race of defendant
• Race of victim
• Contemporary issues
Virginia abolished the death
penalty in 2021.
Current state status:
• Death penalty = 24
• No death penalty = 23
• Governor imposed
moratorium = 3
Death Penalty Information Center, 2021
CAPITAL PUNISHMENT STATISTICS
• 1890-1984
• 5,726 executions – 54% (2,915) non-White
• Between 1976 and 2021 (post-Furman)
• 1,538 people executed
• 55.6% White, 34.3% Black, 8.4% Hispanic
• Five states have accounted for nearly two-thirds of all executions since 1977
• Texas, Virginia, Oklahoma, Florida, and Missouri
• 2,508 inmates under a death sentence as of April 1, 2021
• 98% male
• 42.37% White, 41.29% Black, 13.5% Latinx
• 51 females under a sentence of death in 2021
• 58.8% White, 23.5% Black; 11.7% Latina
BJS, 2021; Death Penalty Information Center, 2021
CONSTITUTIONALITY
• The Eighth Amendment of the U.S. Constitution prohibits “cruel and unusual punishments”
• Interpretations of cruel and unusual left up to the Supreme Court
• The Fourteenth Amendment provides equal protection of the law
• Legal challenges cite racial disparities in capital cases
• Furman v. Georgia (1972)
• Ruled the death penalty unconstitutional under existing administration practices
• Violation of Eighth and Fourteenth Amendments
• 5 to 4 decision; all 9 judges wrote separate opinions
• The death penalty was being applied in an arbitrary and capricious manner
• Little uniformity across states
• Lack of appropriate guidance for jurors informing when the sentence was appropriate
• The degree of discretion available opened the door for discrimination
• 3 of 5 judges in the majority cited racial discrimination in the application of the penalty
Walker et al., 2018
CONSTITUTIONALITY (CONT’D)
• Capital punishment was essentially illegal between 1972 and 1976
• Furman invalidated death penalty statutes in 39 states, DC, and the federal government
• Vacated 765 cases involving death row inmates
• Gregg v. Georgia (1976)
• Guided discretion statutes addressed the arbitrary and capricious concerns
• Requiring jurors to consider specific aggravating and mitigating circumstances sufficiently narrowed
the pool of death eligible cases
• Narrowed death-eligible offenses with mandatory death penalty ruled unconstitutional
• Coker v. Georgia (1977)
• Capital punishment for rape is unconstitutional
• Although not cited by the majority, between 1930 and the 1970s, 405 Black men were
executed in the South for rape, compared to 48 Whites
Walker et al., 2018
PUBLIC SUPPORT FOR CAPITAL PUNISHMENT
• Public opinion matters
• CJ actors weigh public opi.
Part 1 Major Events DocumentationScenario You visit a retail.docxalisondakintxt
Part 1: Major Events Documentation
Scenario: You visit a retail establishment, shop around, and finally carry several products to one of the point of sale (POS) terminals distributed openly around the store. You produce a credit card, the salesclerk processes the transaction, bags your goods, and hands you the receipt. On your way to the exit, a store employee asks to see your receipt and checks the contents of the store bag. Document each of the major events just described and explain them in terms of the PCI compliance standard. Include this report in your assignment.
Part 2: PCI Compliance
This part of the assignment will cover PCI. Please refer to the attached file in your responses.
Respond to and address the following in essay style:
1. Suppose HGA’s mainframe, depicted in Figure B-1, stored cardholder data in the private databases. What steps should be taken to protect that data in order to be PCI compliant?
2. HGA’s mainframe has network connectivity. Assuming that cardholder data is transmitted across these networks, describe how data should be protected in transmission.
3. Users are located at various sites connected to the HGA network. Suggest appropriate access controls to restrict unauthorized users from looking at cardholder data.
4. The PCI specification notes that all systems and network devices connected to a system that stores, transmits, or processes cardholder data is in scope and must comply with PCI specifications. To avoid having the whole network subject to PCI specifications, how would you segment the network to reduce the scope of compliance?
Assignment Requirements:
Submit your assignment in the usual double-spaced APA-styled report. At least four pages of material are expected beyond the title page, table of contents, abstract, and references page.
· Answers contain sufficient information to adequately answer the questions
· No spelling errors
· No grammar errors
CRSS Network Diagram
Copyright Rasmussen, Inc. 2013. Proprietary and Confidential.
1
1
image3.png
image5.png
FedRAMP Security Assessment Plan (SAP)
Third Party Assessment
Prepared by
<Your Name>
for
Country Roads Space Systems
&
NASA
CRSS Information Systems. Administration and Classified Networks
Version #.#
<DATE>
MOCK Plan
CRSS Information Systems. Administration and Classified Networks | Version #.# Date
Controlled Unclassified Information Page | 10
System Assessment Plan
Prepared by
Identification of Organization that Prepared this Document
Student NameEnter Your Name
Rasmussen Email AddressEnter Rasmussen Email Address
ClassEnter Class Name
Course and SemesterEnter Section Number and Semester
Prepared for
Identification of Cloud Service Provider
Organization NameNASA
Street Address300 E St. SW
Suite/Room/BuildingIA Office Floor 2
City, State ZipWashington DC 20546
Revision History
Date
Description
Version of SSP
Author<Date><Revision Description><Version><Author><Date><Revision Description><Versi.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
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Failures get a postmortem. Why not triumphs by Francesc
1. Failures get a
postmortem.
Why not triumphs?
by Francesca Gino
and Gary P. Pisano
Failure Understand It
Why Leaders
Don’t Learn
From Success
68 Harvard Business Review April 2011
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4:55:33 PM2/25/11 4:55:33 PM
T
Francesca Gino ([email protected]
hbs.edu) is an associate
professor of business
administration at Harvard
Business School.
Gary P. Pisano ([email protected]
hbs.edu) is the Harry E.
Figgie, Jr., Professor of
Business Administration at
Harvard Business School.
2. an organization with a long history of winning: the
Ducati Corse motorcycle racing team. Motorcycle
racing may seem a long way from the world of busi-
ness, but in fact it provides a perfect laboratory for
research on learning. Performance is unambiguously
measurable by lap times and race results. You know
with brutal precision whether you’re getting better
or worse. Racing is also unforgiving. The race is Sun-
day, and it won’t wait if you’re late. Finally, the rac-
ing circuit is intensely competitive: During a season
a dozen world-class teams battle each week for the
top spot. For an organization like Italy’s Ducati, wins
have a huge impact on brand equity and commercial
bike sales.
In 2003, Bologna-based Ducati entered the Grand
Prix motorcycle racing circuit (or “MotoGP”) for the
fi rst time. Being a newcomer, it approached 2003 as
“a learning season,” its team director told us. The goal
was to acquire knowledge that would help it develop
a better bike for future seasons. To that end, the
team fi tted its bikes with sensors that captured data
on 28 performance parameters (such as temperature
and horsepower). Riders were debriefed after every
race to get input on subjective characteristics like
handling and responsiveness. The team looked like
a model learning organization.
Then something unexpected happened: The
rookie team fi nished among the top three in nine
races and was second overall for the season, and its
bike was the fastest in the fi eld. But with each suc-
cess the team focused more on winning and less
on learning, and it ended up analyzing little of the
data it collected. As one team member commented,
3. “You look at the data when you want to understand
what’s going wrong. You do not look at the data be-
cause you want to understand why you’re perform-
ing well.”
The successful season caused the team members
to believe Ducati could win it all in 2004. After all, if
they could fi nish second as rookies, why shouldn’t
they take fi rst now that they had some experience?
THE ANNALS of business history are full of tales of
companies that once dominated their industries but
fell into decline. The usual reasons off ered—staying
too close to existing customers, a myopic focus on
short-term fi nancial performance, and an inability
to adapt business models to disruptive innovation—
don’t fully explain how the leaders who had steered
these fi rms to greatness lost their touch.
In this article we argue that success can breed fail-
ure by hindering learning at both the individual and
the organizational level. We all know that learning
from failure is one of the most important capacities
for people and companies to develop. Yet surpris-
ingly, learning from success can present even greater
challenges. To illuminate those challenges—and
identify approaches for overcoming them—we will
draw from our research and from the work of other
scholars in the fi eld of behavioral decision making,
and focus on three interrelated impediments to
learning.
The fi rst is the inclination to make what psychol-
ogists call fundamental attribution errors. When we
succeed, we’re likely to conclude that our talents and
4. our current model or strategy are the reasons. We
also give short shrift to the part that environmental
factors and random events may have played.
The second impediment is overconfidence bias:
Success increases our self-assurance. Faith in our-
selves is a good thing, of course, but too much of it can
make us believe we don’t need to change anything.
The third impediment is the failure-to-ask-why
syndrome—the tendency not to investigate the
causes of good performance systematically. When
executives and their teams suff er from this syndrome,
they don’t ask the tough questions that would help
them expand their knowledge or alter their assump-
tions about how the world works.
Lessons from Ducati
We began to examine the challenges of learning
from success in 2004, when we did a case study of ILL
U
ST
R
A
TI
O
N
: J
A
C
5. K
B
LA
C
K
April 2011 Harvard Business Review 69
HBR.ORG
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This confi dence manifested itself in the decision to
radically redesign the team’s bike for the 2004 season
rather than incrementally improve the 2003 model.
More than 60% of the 2004 model’s 915 compo-
nents were new. But at the outset of that season, it
became apparent that the bike had serious handling
problems and that the team had made a big mistake
in changing so much at once without giving itself the
time to test everything.
Interestingly, the team still fi nished third overall
that year—thanks to extensive experiments it con-
ducted to understand the causes of the bike’s prob-
lems. Though third place wasn’t bad, it was viewed
as a failure, given the high expectations. And this
disappointment then triggered a comprehensive
and ultimately quite effective reexamination of
the team’s approach to developing bikes. (One big
6. change was to have the engineering group begin de-
veloping the bike for the next season much earlier,
so it could be thoroughly tested before being raced.)
The team turned in solid performances in the 2005
and 2006 seasons and took the world title in 2007.
In short, success led the Ducati Corse team to stop
learning, and only perceived failure caused it to
start again.
After studying Ducati, we went on to conduct
research in the entertainment, pharmaceutical, and
software industries and performed experiments in
the laboratory and in executive education classes.
Again and again, we saw the same phenomenon. Ul-
timately, we recognized that there was a common
cause: the three impediments to learning.
Making Dangerous Attribution Errors
In racing, many interdependent factors affect out-
comes. Without a detailed analysis, it was impossi-
ble to know whether the Ducati team’s performance
in 2003 was due to its bike design, its strategy for
particular races, its riders’ talents and decisions, bad
choices by other teams, luck, random events like the
weather or crashes, or some complex combination of
all those things. And without such knowledge (and
given Ducati’s long history of winning in other ven-
ues), it was too easy to attribute the team’s excellent
performance to the quality of its decisions, actions,
and capabilities.
In business, likewise, any number of factors
may lead to success, independent of the quality of a
product or management’s decisions. Yet it is all too
common for executives to attribute the success of
7. their organizations to their own insights and mana-
gerial skills and ignore or downplay random events
or external factors outside their control. Imagine, for
instance, that you are leading a team whose num-
bers are great: It’s tempting to credit yourself or your
team’s actions for that achievement, though it may
actually just be a stroke of good luck or the result of
your competitors’ problems.
Research (including a classic study by the psychol-
ogists Edward Jones and Victor Harris) has proved
that this is normal human behavior. Moreover, when
examining the bad performance of others, people
tend to do the exact opposite. In exercises that we
conducted in executive education classes at Harvard,
the University of North Carolina at Chapel Hill, and
Carnegie Mellon University, most participants, when
evaluating the success of others, minimized the role
of leadership skills and strategy and maximized the
role of external factors and luck.
Another study found that people also have trou-
ble adjusting for the diffi culty of the situation when
judging successes. (See the sidebar “The Challenge
of Discounting Easy Successes.”) In business this bias
can aff ect many critical decisions, including whom
to hire or promote, which products to launch, and
which practices to spread throughout the organiza-
tion. Someone who has led a thriving business in a
highly profitable industry, for instance, often ap-
Success led the Ducati racing
team to stop learning, and only a
perceived failure caused it to start
again. After its disappointing third-
place fi nish, the team reexamined
8. its approach to developing bikes.
I was considered by
all my masters and
my father a very
ordinary boy, rather
below the common
standard of intellect.”
CHARLES DARWIN
SCIENTIST
FOCUS ON FAILURE
PH
O
TO
G
R
A
PH
Y:
G
ET
TY
IM
A
G
ES
9. 70 Harvard Business Review April 2011
UNDERSTANDING FAILURE WHY LEADERS DON’T
LEARN FROM SUCCESS
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Idea in Brief
Virtually all leaders recognize the
need to learn from failures, but
amazingly few try to understand
the true causes of their fi rms’
successes, which helps explain
why great companies fall into
decline.
The reality is, success can
breed failure by hindering
learning at both individual and
organizational levels, in three
interrelated ways:
1 When we succeed, we tend
to give too much credit to our
talents and our model or strategy
and too little to external factors
and luck.
2 Success can make us so over-
confi dent that we believe we
don’t need to change anything.
3 We have a tendency not to
10. investigate the causes of good
performance.
Recognizing that these impedi-
ments exist is a big fi rst step in
overcoming them. Some basic
practices also can help: system-
atic after-action reviews, tools
like Six Sigma, and experiments
that test assumptions about
what is needed to achieve great
performance.
pears more attractive than a similarly skilled or even
more qualifi ed candidate who has struggled to lead
a fi rm in an industry in which most companies are
failing.
We repeatedly observed pharmaceutical com-
panies making these kinds of attribution errors in
choosing which drugs to kill or push forward. They
selected drugs whose initial tests were successful
as potential winners and allocated more money to
them for further testing and development. But often
managers assumed a success was due to the unique
abilities of their in-house scientists and didn’t con-
sider whether it could be due to greater general
knowledge in that particular scientifi c area, which
competitors might have, too.
In addition, we found that long lead times can
blind executives to problems with their current
strategies. Again, consider the pharmaceutical in-
dustry. Because it takes 12 years, on average, to get a
drug from discovery to market, a company’s perfor-
mance today has relatively little to do with its most
11. recent actions and decisions. Yet both managers and
investors often attribute today’s high performance
to the company’s current strategy, management,
and scientists.
Falling Prey to the
Overconfi dence Bias
Without some confi dence, we could not make deci-
sions or tackle any kind of risky endeavor; we would
be constantly second-guessing ourselves. That said,
too much confi dence can be a problem, and nothing
inflates confidence like success. Take Alan Green-
span, who until the near meltdown of the fi nancial
system in 2008 was considered one of the best Fed-
eral Reserve chairmen in U.S. history. Afterward, it
became apparent that Fed policy makers, led by
Greenspan, had placed too much faith in their fi-
nancial models. In testimony to Congress in October
2008, Greenspan acknowledged his own shock that
the models had failed. And, of course, he was not the
only one who succumbed to excessive confi dence.
During the housing boom, many leaders of large and
small banks and managers of mortgage lending, in-
vesting, and trading operations stopped examining
the key assumptions that underpinned the models
they were using.
Success can make us believe that we are better
decision makers than we actually are. In a simple
recent study of managers in various industries, we
asked members of one group to recall a time when
they experienced a success in their professional lives
and members of a second group to recall a time when
they experienced a failure. We then asked people in
both groups to engage in a series of decision-making
12. tasks and embedded measures in the exercise that
allowed us to assess their confi dence, optimism, and
risk-seeking behavior. Compared with the execu-
tives who’d recalled a failure, those who’d recalled a
success were much more confi dent in their abilities,
made more-optimistic forecasts of their future suc-
cess, and were more likely to take bigger bets. These
fi ndings are consistent with research examining how
success breeds overconfidence in other contexts.
(See the sidebar “How Power Causes Us to Ignore
Advice.”)
Overconfi dence inspired by past successes can
infect whole organizations, causing them to dismiss
new innovations, dips in customer satisfaction, and
increases in quality problems, and to make overly
risky moves. Consider all the companies that grew
rapidly through acquisitions only to stumble badly
after biting off one too many; the countless banks
that made ever-riskier loans in the past decade, sure
of their ability to sort good borrowers from bad; and
all the darlings of the business media that had win-
ning formulas but did not try to update or alter their
strategies until it was way too late.
THE CHALLENGE OF
DISCOUNTING EASY
SUCCESSES
The inability of people
to adjust for degree of
diffi culty when assessing
accomplishments was
clearly demonstrated in
a study that one of us,
Francesca Gino, conducted
13. with Don Moore of Berkeley
and Sam Swift and Zacha-
riah Sharek of Carnegie
Mellon. Students at a U.S.
university assumed the role
of admissions offi cers for
an MBA program and were
presented with informa-
tion about candidates’
grade point averages as
well as the average GPA
at their colleges. In their
decisions, the participants
overweighted applicants’
nominal GPAs and under-
weighted the eff ect of the
grading norms at diff erent
schools. In other words,
they didn’t take into ac-
count the ease with which
grades were earned.
April 2011 Harvard Business Review 71
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Failing to Ask Why
When you’re confronted with failure, it’s natural to
ask why disaster struck. Unfortunately, success does
not trigger such soul-searching. Success is commonly
interpreted as evidence not only that your existing
14. strategy and practices work but also that you have
all the knowledge and information you need. Several
studies, as well as our own research, show that most
people tend to think this way. (See the sidebar “How
Success Makes Us Less Refl ective.”)
We have seen the same pattern in the real world.
The efforts invested in understanding the causes
of the recent fi nancial crash dwarf the eff orts that
were made to understand why things seemed to be
going so well before. In hospitals, doctors conduct
rigorous “mortality and morbidity reviews” of cases
that ended badly, but little systematic eff ort is made
to understand why patients recover. Even Toyota,
which built its vaunted production system around
vigorous learning, was much better at uncovering
the causes of its problems than of its success. This
was revealed by its recent recalls, when its leaders
admitted that their success in pursuing higher sales
and market share had blinded them to the fact that
operations had essentially compromised quality to
achieve growth.
A Simple Model of Learning
To avoid the success-breeds-failure trap, you need to
understand how experience shapes learning. Learn-
ing is, of course, a highly complex cognitive and or-
ganizational process, and numerous models have
been developed about it in the academic literature.
Drawing from those, we present a simplifi ed model
that highlights the effect that success and failure
have on learning.
We start with the premise that individuals and
organizations at any point in time hold certain the-
ories, models, principles, and rules of thumb that
15. guide their actions. Your choices about the people
you hire, the projects you fund (or terminate), the
features you include in new product designs, and
the business strategies you pursue are all infl uenced
by them. Sometimes theories are quite sophisti-
cated and rooted in science or decades of practical
experience. But in many other cases, they are pretty
informal—and we may not even be aware that they
are swaying our decisions.
Learning is the process of updating our theories.
In some cases personal experience alters them. For
example, Steve Jobs recounted in a 2005 graduation
speech at Stanford University how the inclusion of
multiple typefaces and proportional spacing on the
fi rst Macintosh stemmed from the calligraphy course
he took after dropping out of college. But members
of an organization also learn together. Experience
with both winners (the iPod) and losers (the Newton)
has caused Apple, as a company, to update its theo-
ries of what leads to successful products.
From this perspective, learning is all about un-
derstanding why things happen and why some deci-
sions lead to specifi c outcomes. This understanding
does not come automatically. We make a conscious
choice to challenge our assumptions and models.
And usually, we do so as the result of a failure. This
has been true from the time we fi rst tried to walk or
ride a bicycle. We fall down, it hurts, and we try an-
other approach. An amazing number of high-ranking
executives report that early failures in their careers
taught them lessons that ultimately led to their suc-
cess. Failure provides a motivation for organizations
to learn, too.
16. But what about success? Success does not dis-
prove your theory. And if it isn’t broken, why fi x it?
Consequently, when we succeed, we just focus on
applying what we already know to solving problems.
We don’t revise our theories or expand our knowl-
edge of how our business works.
When we’re
in positions of
authority and
infl uence, we
tend to shut out
those bearing
bad news.
Research that Francesca
Gino recently conducted with
Leigh Tost of the University of
Washington and Rick Larrick
of Duke University illustrated
this phenomenon. In one
study a group of participants
(students from U.S. universi-
ties) were asked to write about
a time they had power over
other people, a task that sig-
nifi cantly boosted their level
of confi dence. Another group
were asked to write about a
time other people had power
over them, a task that lowered
their level of confi dence. Then
the participants were asked
to make a series of deci-
17. sions with the advice from an
expert. When feeling confi dent,
people placed more weight on
their own opinion than on the
adviser’s, even though follow-
ing the adviser’s recommenda-
tions would have improved
their decisions.
In another study, similar
feelings of confi dence experi-
enced by a team leader caused
the leader to do most of the
talking during the team dis-
cussion and, as a result, to fail
to discover critical information
that other team members had.
How Power Causes Us to Ignore Advice
In a recent study we
conducted in a controlled
laboratory setting, students
from U.S. universities were
asked to work on two
decision-making problems.
Learning from experience
on the fi rst problem could
help them perform well on
the second. After submit-
ting their solutions to the
fi rst problem, the partici-
pants were told whether or
not they had succeeded.
They were then given time
18. to refl ect before starting the
second problem. Compared
with the people who failed
at the fi rst problem, those
who succeeded spent sig-
nifi cantly less time refl ecting
on the strategies they’d
used. This had a cost: Those
who succeeded on the fi rst
task were more likely to fail
on the second. They had
neglected to ask why.
HOW SUCCESS
MAKES US LESS
REFLECTIVE
72 Harvard Business Review April 2011
UNDERSTANDING FAILURE WHY LEADERS DON’T
LEARN FROM SUCCESS
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Does success mean “it isn’t broken”? Not neces-
sarily. The reality is that while a success (or a string of
successes) may mean you’re on the right track, you
can’t assume this to be true without further testing,
experimentation, and refl ection. You should use suc-
cess to breed more success by understanding it. Con-
sider Jobs’s decision to launch the iPhone, learn from
that experience, and apply that knowledge to launch
the iPad. Jobs and others at Apple were undoubtedly
19. wary of plunging ahead with the iPad fi rst because of
the failure of Apple’s Newton tablet in the 1990s. In
a brilliant move, they recognized that a touchphone
would be easier to launch, given the existing smart-
phone market, making it the ideal vehicle for Apple
to learn about and perfect touch devices.
This example points to a better model for learning,
one in which failure and success are on equal footing
and both trigger further investigation that helps us
revise our assumptions, models, and theories.
Five Ways to Learn
How can you avoid the traps we have discussed?
Here are some approaches and strategies that you
and your organization can use.
Celebrate success but examine it. There is
nothing wrong with toasting your success. But if
you stop with the clinking of the champagne glasses,
you have missed a huge opportunity. When a win is
achieved, the organization needs to investigate what
led to it with the same rigor and scrutiny it might ap-
ply to understanding the causes of failure.
Recognize that this may be an uncomfortable
process. You may learn, for instance, that success
was achieved only by happenstance. A biotechnol-
ogy company we studied, which faced a serious
shortage of capacity to produce an important new
product, is a case in point. Just when it appeared
that the fi rm would not be able to meet demand, its
leaders discovered that a competitor had put a plant
up for sale—a stroke of luck that allowed the com-
pany to buy all the capacity it needed. The product
launched and was extremely successful. Instead of
20. simply rejoicing in their good fortune and moving
on, the company’s leaders revisited why the intro-
duction had gone so well. That review highlighted
the part luck had played. And when they examined
why the company had been so vulnerable in the fi rst
place, they learned that its demand-forecasting and
capacity-planning processes were broken.
The search for causes of success may also identify
factors that may be hard or even undesirable to repli -
cate. In one project we studied, a group responsible
for developing the software for a complex electronic
system was so far behind, it risked delaying a stra-
tegic launch. By doubling the size of the team and
working 80-hour weeks, the group fi nished in the
nick of time. The product was a major commercial
hit. Even so, the company wisely conducted a de-
tailed postproject assessment. While lauding the
software development team’s dedication, the assess-
ment highlighted critical problems in its process that
needed to be fi xed.
Institute systematic project reviews. The
military holds “after-action reviews” (AARs) of each
combat encounter and combat-training exercise, ir-
respective of the outcome. As in business, the rea-
sons for success or failure in combat often are not
clear. AARs are debriefs that, when used properly,
generate specifi c recommendations that can be put
to use immediately. Companies can employ the
same process, which is relatively straightforward.
Like sports coaches and players who convene right
after a game to review a team’s performance, AAR
participants meet after an important event or activ-
ity to discuss four key questions: What did we set out
21. to do? What actually happened? Why did it happen?
What are we going to do next time?
Pixar, which has had 11 hit animated films in a
row (and therefore is an organization that would be
very vulnerable to the kinds of traps we have dis-
cussed), conducts rigorous reviews of the process
used to make each of its films. In “How Pixar Fos-
ters Collective Creativity” (HBR September 2008),
Ed Catmull, the president of Pixar, confessed that
people don’t like to do them and would prefer to just
celebrate victories and move on. So Pixar employs
various methods to ensure that team members don’t
SEMANTICS
The word “failure” appears in HBR with regularity,
but the context in which it is used has changed along
with the times.
FOCUS ON FAILURE
FAILURE
The TERMS most frequently used with FAILURE,
according to semantic clustering analysis
SERVICES
1990–1992 RISK
2007–2009
THE CEO
2004–2006
SOURCE HAYDN SHAUGHNESSY, LEXIMANCER
EMPLOYEES
2000–2003
22. April 2011 Harvard Business Review 73
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HBR.ORG
game the system and are engaged in the process. It
might ask participants the top fi ve things they would
do and the top fi ve things they would not do again.
It changes the format of postmortems from time to
time. It religiously collects data about all aspects of a
production and uses them to “stimulate discussion
and challenge assumptions arising from personal
impressions” during the postmortems. Finally, it
periodically conducts a review across several pro-
ductions and tries to get someone with an outsider’s
perspective (a newly hired senior manager, for ex-
ample) to head it.
The challenge, of course, is to apply the same de-
gree of rigor whether things are going well or badly.
Consider performance evaluations. We all tend to
spend much more time reviewing the performance
of the employee who is struggling than of the one
who is cruising along. However, understanding the
reasons behind the good performance of successful
employees may bring to light important lessons for
others.
Use the right time horizons. When the time
23. lag between an action and its consequences is short,
it’s relatively easy to identify the causes of per-
formance. The problem is that in many cases, the
feedback cycle is inherently long. In industries like
pharmaceuticals and aerospace, decisions made
today about new products or specifi c technologies
to pursue will not bear fruit (or fl op) for a decade or
more. Unless you have the appropriate time frame
for evaluating performance, you are likely to mis-
construe the factors that led to success or failure.
By understanding the appropriate time dimensions,
you can prevent yourself from being “fooled by ran-
domness” (to use Nassim Nicholas Taleb’s famous
phrase).
Recognize that replication is not
learning. When things go well,
our biggest concern is how to
capture what we did and make
sure we can repeat the success.
Replication is important; we need to
spread good practices throughout our
organizations. But if the chief lesson from a
successful project is a list of things to do the same
way the next time, consider the exercise a failure.
Tools like Six Sigma and total quality manage-
ment have taught us to dig into root causes of prob-
lems. Why not use the same approach to understand
the root causes of success? Institute a phase in the
process where each factor that contributed to suc-
cess is classifi ed as “something we can directly con-
24. trol” or “something that is aff ected by external fac-
tors.” Factors under your control can remain part of
your winning formula. But you need to understand
how external factors interact with them.
If it ain’t broke, experiment. Experimentation
is one way to test assumptions and theories about
what is needed to achieve high levels of perfor-
mance. And it should continue even after a success.
This happens all the time in scientifi c research and
in engineering. Engineers routinely subject their de-
signs to ever-more-rigorous tests until the thing they
are designing actually breaks. Organizational experi-
ments can also be conducted to push boundaries. Of
course, the costs and impact of such experiments
need to be managed carefully (to avoid severe fi nan-
cial consequences or harming customers). The right
question for leaders of learning organizations to ask
is not “What are we doing well?” but rather “What
experiments are we running?”
THE PATH to effective learning involves simple but
counterintuitive …