This document presents a holistic intelligence framework for performance management in knowledge-based industries. It discusses traditional performance metrics and their limitations. The framework incorporates emotional, social, moral, and spiritual intelligence and their neurological basis. Key performance indicators are identified for each type of intelligence. Implementation involves assessment, training, and tracking progress. Challenges include distinguishing traits from skills and tailoring the framework to different careers. The framework aims to improve employee fulfillment and organizational performance.
The document discusses executive functions and provides definitions from various studies. It describes executive functions as a set of cognitive processes that regulate other cognitive processes such as planning, working memory, attention, problem solving and inhibition. Executive functions are controlled by the frontal lobes of the brain and are responsible for self-regulation and goal-directed behavior. The document summarizes several models of executive functions including models by Norman and Shallice, Barkley, Lezak and others. It discusses areas executive functions are involved in and factors that influence executive functions. Common disorders associated with executive dysfunction are also listed.
London iCAAD 2019 - Prof Marcantonio Spada - DESIRE THINKING: A NEW TREATMENT...iCAADEvents
This workshop will illustrate and explore the concept of desire thinking and its relevance to addictive behaviours. Examples of key treatment interventions for interrupting desire thinking will be introduced.
Pre-workshop Reading
Caselli, G. & Spada, M. M. (2016). Desire thinking: A new target for treatment of addictive behaviors? International Journal of Cognitive Therapy, 9(4), 344-355.
Workshop Learning Objectives
1. To conceptualise desire thinking.
2. To understand the application of basic treatment interventions aimed at interrupting desire thinking.
London iCAAD 2019 - Prof Marcantonio Spada - NEW DIRECTIONS FOR THE TREATMENT...iCAADEvents
In this presentation, Professor Spada will outline the metacognitive approach to the conceptualisation and treatment of problem drinking. The presentation will be highlighting the role played by metacognitive beliefs, extended thinking and thought suppression in the development and escalation of problem drinking. Professor Spada will also review the type of interventions used in Metacognitive Therapy for the treatment of problem drinking and their efficacy.
TNR2013 David Rock, The Neuroscience of EngagementSteven Wardell
This document discusses neuroleadership and how applying neuroscience can improve leadership practices. It provides information on:
1) The NeuroLeadership Institute which conducts research and offers education programs in applying neuroscience to leadership, coaching, change management and learning.
2) Various topics in neuroscience that relate to leadership such as engagement, decision making, stress, collaboration and organizational change.
3) How measuring engagement through various biological markers can provide more accurate insights than self-reports alone.
4) Suggestions for how leaders can increase employee engagement by appealing to brain regions and mechanisms related to status, certainty, autonomy, relatedness and fairness.
Neuroleadership applies findings from neuroscience to leadership. It is being taught in business schools and used by companies to improve management training. Brain scans of leaders can identify neural patterns associated with effective leadership behaviors. The goal is to assess leadership potential using neuroscience and neurofeedback to develop these leadership-linked neurological connections.
This document provides an overview of problem solving and creative thinking. It discusses key concepts like thinking, problem solving strategies, obstacles to problem solving like mental set, and the stages of creative thinking. It contrasts the approaches of novice and expert problem solvers. The document contains examples and figures to illustrate concepts like functional fixedness, the problem cycle, and means-ends analysis. It aims to explain problem solving and creativity as important cognitive processes.
This document discusses the key elements needed for successful Lean implementation and sustainable organizational change. It explains that while many Western businesses adopted Lean tools from Toyota, they failed to understand the importance of culture, mindset, and strategy that enabled Toyota employees to develop those tools. True Lean success requires aligning an organization's culture, leadership approach, strategy deployment, systems, and use of tools through a holistic transformation approach. The document advocates Duxinaroe's integrated model and experience helping clients mature in their Lean journey.
The document discusses executive functions and provides definitions from various studies. It describes executive functions as a set of cognitive processes that regulate other cognitive processes such as planning, working memory, attention, problem solving and inhibition. Executive functions are controlled by the frontal lobes of the brain and are responsible for self-regulation and goal-directed behavior. The document summarizes several models of executive functions including models by Norman and Shallice, Barkley, Lezak and others. It discusses areas executive functions are involved in and factors that influence executive functions. Common disorders associated with executive dysfunction are also listed.
London iCAAD 2019 - Prof Marcantonio Spada - DESIRE THINKING: A NEW TREATMENT...iCAADEvents
This workshop will illustrate and explore the concept of desire thinking and its relevance to addictive behaviours. Examples of key treatment interventions for interrupting desire thinking will be introduced.
Pre-workshop Reading
Caselli, G. & Spada, M. M. (2016). Desire thinking: A new target for treatment of addictive behaviors? International Journal of Cognitive Therapy, 9(4), 344-355.
Workshop Learning Objectives
1. To conceptualise desire thinking.
2. To understand the application of basic treatment interventions aimed at interrupting desire thinking.
London iCAAD 2019 - Prof Marcantonio Spada - NEW DIRECTIONS FOR THE TREATMENT...iCAADEvents
In this presentation, Professor Spada will outline the metacognitive approach to the conceptualisation and treatment of problem drinking. The presentation will be highlighting the role played by metacognitive beliefs, extended thinking and thought suppression in the development and escalation of problem drinking. Professor Spada will also review the type of interventions used in Metacognitive Therapy for the treatment of problem drinking and their efficacy.
TNR2013 David Rock, The Neuroscience of EngagementSteven Wardell
This document discusses neuroleadership and how applying neuroscience can improve leadership practices. It provides information on:
1) The NeuroLeadership Institute which conducts research and offers education programs in applying neuroscience to leadership, coaching, change management and learning.
2) Various topics in neuroscience that relate to leadership such as engagement, decision making, stress, collaboration and organizational change.
3) How measuring engagement through various biological markers can provide more accurate insights than self-reports alone.
4) Suggestions for how leaders can increase employee engagement by appealing to brain regions and mechanisms related to status, certainty, autonomy, relatedness and fairness.
Neuroleadership applies findings from neuroscience to leadership. It is being taught in business schools and used by companies to improve management training. Brain scans of leaders can identify neural patterns associated with effective leadership behaviors. The goal is to assess leadership potential using neuroscience and neurofeedback to develop these leadership-linked neurological connections.
This document provides an overview of problem solving and creative thinking. It discusses key concepts like thinking, problem solving strategies, obstacles to problem solving like mental set, and the stages of creative thinking. It contrasts the approaches of novice and expert problem solvers. The document contains examples and figures to illustrate concepts like functional fixedness, the problem cycle, and means-ends analysis. It aims to explain problem solving and creativity as important cognitive processes.
This document discusses the key elements needed for successful Lean implementation and sustainable organizational change. It explains that while many Western businesses adopted Lean tools from Toyota, they failed to understand the importance of culture, mindset, and strategy that enabled Toyota employees to develop those tools. True Lean success requires aligning an organization's culture, leadership approach, strategy deployment, systems, and use of tools through a holistic transformation approach. The document advocates Duxinaroe's integrated model and experience helping clients mature in their Lean journey.
This document discusses intrinsic and extrinsic motivations. It defines intrinsic motivation as the inherent desire to engage in interests and develop abilities, while extrinsic motivation involves doing something to receive an external reward or incentive. Extrinsic motivations exist on a continuum from external to integrated regulation. Rewards can undermine intrinsic motivation by being perceived as controlling. Building interest in a task through relevance, novelty, and choice can promote more autonomous extrinsic motivation. The document provides frameworks for cognitive evaluation theory and self-determination theory.
Through the new lens complexity and the practice of school psychology 05 2014Bruce Waltuck
This document discusses the challenges of school psychology from a complexity perspective. It questions the dominant assumptions and paradigms that guide current practices. Applying ideas from complexity science, it argues that human behaviors and outcomes in schools emerge from complex adaptive systems that cannot be fully controlled or predicted. It suggests school psychologists recognize this complexity, use collaborative dialogue over technical responses, and continuously learn and adapt their theories and methods. The document cites several sources that provide frameworks and perspectives for evaluating social systems and facilitating change in complex environments.
FYP-Research ON EMOTIONAL INTELLIGENCE IN MANAGERIAL DECISION MAKINGJassaniPooja
This document discusses a study on the relationship between emotional intelligence and decision making styles. It finds that males have significantly higher emotional intelligence scores than females, but there is no significant difference in decision making styles between genders. No significant differences are found between four age groups for either emotional intelligence or decision making styles. Additionally, the study finds no significant correlations between emotional intelligence and any of the five decision making styles.
TS4-5: Yuan Ma from Japan Advanced Institute of Science and TechnologyJawad Haqbeen
Please listen to the presentation, read detailed slides and return to first post to make your comments below the corresponding paper author's post.
Session Chair: Takeo Higuchi
Session Theme: Idea Evaluation and Innovation
Session Number: 4
Paper No: 17
Session and Talk No: TS4-5
Type: Full
Co-authors: Yuan Ma, Xiaoying Zhang and Tsutomu Fujinami
Title: A Comparative Study of Self-reporting Methods for Assessing Mind-wandering State
Cognitive restructuring teaches people to recognize and replace irrational or faulty thoughts with more realistic and positive thinking in order to change perspectives and better manage conditions like anxiety, depression, and social phobia. It is a cognitive behavioral technique where irrational thoughts are reframed into rational ones to help face daily life with more confidence by controlling thinking patterns.
Cognitive behavioral therapy (CBT) is a structured, short-term psychotherapy that aims to change dysfunctional thinking and behavior. CBT is based on the theory that maladaptive core beliefs and intermediate beliefs influence automatic thoughts, emotions, and behaviors. Therapists help patients identify these beliefs and thinking errors and modify them using techniques like Socratic questioning and behavioral experiments. CBT is used to treat conditions like depression, anxiety, OCD, and substance abuse through 6-14 sessions focusing on mood monitoring, challenging thoughts, and homework assignments.
Psychology, Science, and Pseudoscience: Class #16 (Social Cognition)Brian Hughes
This document discusses social cognition models, which are commonly used in health psychology research to predict health behaviors. It summarizes criticisms of social cognition models, such as that they lack falsifiability, have tautological relationships between predictors and outcomes, and involve vague measurements. While social cognition models are widely applied, some argue they show signs of being pseudoscience due to issues like lack of parsimony, unfalsifiability, and exaggerated importance placed on key constructs. The document questions whether social cognition models truly qualify as pseudoscience or if criticisms reflect valid concerns about construct validity, model redundancy, and overreliance on unsupported hypotheses.
How can practitioners integrate emerging neuroplasticity-based interven...SharpBrains
A promising frontier of applied neuroscience lies in technologies that stimulate our brains in order to harness neuroplasticity and achieve positive outcomes. What are the practical Pros and Cons of different methodologies such as cognitive training, EEG/ QEEG biofeedback, virtual reality, and what are appropriate ways to integrate them with traditional interventions?
- Chair: Olivier Oullier, Professor of Behavioral and Brain Sciences at Aix-Marseille University
- Bruce Wexler, NIH Director’s Award Winner and Professor of Psychiatry at Yale University
- Kate Sullivan, Director of the Brain Fitness Center at Walter Reed National Military Medical Center
This session took place at the 2013 SharpBrains Virtual Summit: http://sharpbrains.com/summit-2013/agenda/
- Poor mental health was found to exacerbate age-related cognitive declines, especially in executive function.
- Structural equation modeling showed that poor mental health, as assessed by the GHQ-12, interacted with age to predict worse performance on tasks of visual search and recognition memory.
- Executive function was found to mediate the relationship between the age x mental health interaction and performance on visual search and recognition memory tasks.
The document discusses the relationship between motivation and cognitive science. It notes that while cognitive science often does not address motivation, motivation and cognition are intertwined aspects of psychological processes. Motivation influences cognitive processing in humans in several ways. Goals activate related concepts and influence priorities and processes used to achieve goals. Different motivational states like promotion vs prevention focus can affect what information is easier to process and the types of reasoning used. Regulatory fit between motivational focus and task structure improves performance for some tasks. Understanding motivation is crucial for computational models of the mind to account for why and how humans act.
This document contains Kurt Wagner's educational administration portfolio, including a professional resume, letters of recommendation, and evidence of meeting leadership standards. For Standard 1 on visionary leadership, Wagner discusses developing and teaching a course on social-emotional learning and writing a paper on Montessori educational theory. For Standard 2 on instructional leadership, he provides examples of responding to a teacher evaluation and developing a study skills curriculum.
Overview of psychological theories related to working with obese children and adolescents.
Presentation given at the In Form project interim conference, Villach Austria, 22 March 2010.
1) The document discusses the importance of scenario planning given that our knowledge is about the past but decisions are about the future. It notes that most of what we need to know to make good decisions is outside our comprehension.
2) It then discusses how change, uncertainty, chaos and complexity are the new normal due to our ignorance. It also maps out the types of ignorance organizations face including uncertainty, complexity, ambiguity and equivocality.
3) The document concludes by explaining that scenario planning allows companies to embrace uncertainty by exploring alternative futures and navigate complexity by using stories to help organize information. It is an important tool to help address the gaps in understanding the future.
The document discusses components of perception including the perceiver, target of perception, and situation. It then discusses early theories of scientific management which stressed scientific study and organization of work to increase efficiency through techniques like time and motion studies. The document notes a problem with solely relying on social contacts for motivation under the human relations model. It also discusses transactional leadership involving rewards/punishments versus transformational leadership involving change agency. Finally, it mentions behavior modification has been used by organizations to impact various outcomes but is criticized over manipulation and decreased freedom.
Interpersonal competence in action research (Dls line12)Tim Rogers
Talk given on February 15 2017 at De La Salle University Philippines. Lecture for Management Action Research MBA students, class of Professor Ben Teehankee
Cognitive Behavior And Behavior Therapies A Psych 265 PresentationRodge Bucao
Here's the presentation I made for my Psychotherapy lecture a week ago. You might observe that I have designed each slide much like a print ad; it's my personal philosophy to design presentations in this manner.
Set Minda Melalui CTI PCI - YBhg. Prof. Dato' Dr Abu Bakar Abdul MajeedPersatuan Uitm
Pembentangan Set minda melalui cti pci oleh YBhg. Prof. Dato' Dr Abu Bakar Abdul Majeed pada Seminar Pengurusan Pentadbir (SePP) 2019 anjuran Anjuran Persatuan Pentadbir UiTM di ILD Bandar Enstek, Negeri Sembilan pada 22 - 24 Disember 2019
This document discusses Howard Gardner's theory of multiple intelligences. It provides an overview of Gardner's view that intelligence is not a single general ability but rather consists of at least eight specific intelligences. These include linguistic, logical-mathematical, spatial, bodily-kinesthetic, musical, interpersonal, intrapersonal, and naturalistic intelligences. The document outlines each of these intelligences and provides examples of how students with strengths in different intelligences may best learn. It also notes that Gardner's theory challenges traditional views of intelligence and has implications for teaching practices and assessment.
Software Developer Productivity: What we know and how to make it betterTasktop
Everyone seems to want more software developed and produced faster. Yet simply ramping up the number of individuals able to produce software is not sufficient; it is also important to improve the productivity of the software developers. But, what is software development productivity anyway? When do software developers consider themselves productive? What friction exists in software development that lowers productivity? In this talk, Gail Murphy discusses recent studies about software development productivity from the eyes of developers and will suggest directions to improve software development productivity based on the daily activities of software developers. This talk includes joint work with T. Fritz (U. Zürich), A. Meyer (U. Zürich) and T. Zimmermann (Microsoft Research).
This document discusses defining and tracking productivity metrics for an organization. It proposes identifying key metrics across teams to measure productivity gaps. It suggests developing a framework to collect data, analyze gaps, and deliver a report with optimization recommendations. Sample metrics are provided for engineering, development, sustainment, and quality assurance. Case studies demonstrate defining complexity-weighted productivity comparisons between global teams and addressing constraints impacting productivity.
This document discusses intrinsic and extrinsic motivations. It defines intrinsic motivation as the inherent desire to engage in interests and develop abilities, while extrinsic motivation involves doing something to receive an external reward or incentive. Extrinsic motivations exist on a continuum from external to integrated regulation. Rewards can undermine intrinsic motivation by being perceived as controlling. Building interest in a task through relevance, novelty, and choice can promote more autonomous extrinsic motivation. The document provides frameworks for cognitive evaluation theory and self-determination theory.
Through the new lens complexity and the practice of school psychology 05 2014Bruce Waltuck
This document discusses the challenges of school psychology from a complexity perspective. It questions the dominant assumptions and paradigms that guide current practices. Applying ideas from complexity science, it argues that human behaviors and outcomes in schools emerge from complex adaptive systems that cannot be fully controlled or predicted. It suggests school psychologists recognize this complexity, use collaborative dialogue over technical responses, and continuously learn and adapt their theories and methods. The document cites several sources that provide frameworks and perspectives for evaluating social systems and facilitating change in complex environments.
FYP-Research ON EMOTIONAL INTELLIGENCE IN MANAGERIAL DECISION MAKINGJassaniPooja
This document discusses a study on the relationship between emotional intelligence and decision making styles. It finds that males have significantly higher emotional intelligence scores than females, but there is no significant difference in decision making styles between genders. No significant differences are found between four age groups for either emotional intelligence or decision making styles. Additionally, the study finds no significant correlations between emotional intelligence and any of the five decision making styles.
TS4-5: Yuan Ma from Japan Advanced Institute of Science and TechnologyJawad Haqbeen
Please listen to the presentation, read detailed slides and return to first post to make your comments below the corresponding paper author's post.
Session Chair: Takeo Higuchi
Session Theme: Idea Evaluation and Innovation
Session Number: 4
Paper No: 17
Session and Talk No: TS4-5
Type: Full
Co-authors: Yuan Ma, Xiaoying Zhang and Tsutomu Fujinami
Title: A Comparative Study of Self-reporting Methods for Assessing Mind-wandering State
Cognitive restructuring teaches people to recognize and replace irrational or faulty thoughts with more realistic and positive thinking in order to change perspectives and better manage conditions like anxiety, depression, and social phobia. It is a cognitive behavioral technique where irrational thoughts are reframed into rational ones to help face daily life with more confidence by controlling thinking patterns.
Cognitive behavioral therapy (CBT) is a structured, short-term psychotherapy that aims to change dysfunctional thinking and behavior. CBT is based on the theory that maladaptive core beliefs and intermediate beliefs influence automatic thoughts, emotions, and behaviors. Therapists help patients identify these beliefs and thinking errors and modify them using techniques like Socratic questioning and behavioral experiments. CBT is used to treat conditions like depression, anxiety, OCD, and substance abuse through 6-14 sessions focusing on mood monitoring, challenging thoughts, and homework assignments.
Psychology, Science, and Pseudoscience: Class #16 (Social Cognition)Brian Hughes
This document discusses social cognition models, which are commonly used in health psychology research to predict health behaviors. It summarizes criticisms of social cognition models, such as that they lack falsifiability, have tautological relationships between predictors and outcomes, and involve vague measurements. While social cognition models are widely applied, some argue they show signs of being pseudoscience due to issues like lack of parsimony, unfalsifiability, and exaggerated importance placed on key constructs. The document questions whether social cognition models truly qualify as pseudoscience or if criticisms reflect valid concerns about construct validity, model redundancy, and overreliance on unsupported hypotheses.
How can practitioners integrate emerging neuroplasticity-based interven...SharpBrains
A promising frontier of applied neuroscience lies in technologies that stimulate our brains in order to harness neuroplasticity and achieve positive outcomes. What are the practical Pros and Cons of different methodologies such as cognitive training, EEG/ QEEG biofeedback, virtual reality, and what are appropriate ways to integrate them with traditional interventions?
- Chair: Olivier Oullier, Professor of Behavioral and Brain Sciences at Aix-Marseille University
- Bruce Wexler, NIH Director’s Award Winner and Professor of Psychiatry at Yale University
- Kate Sullivan, Director of the Brain Fitness Center at Walter Reed National Military Medical Center
This session took place at the 2013 SharpBrains Virtual Summit: http://sharpbrains.com/summit-2013/agenda/
- Poor mental health was found to exacerbate age-related cognitive declines, especially in executive function.
- Structural equation modeling showed that poor mental health, as assessed by the GHQ-12, interacted with age to predict worse performance on tasks of visual search and recognition memory.
- Executive function was found to mediate the relationship between the age x mental health interaction and performance on visual search and recognition memory tasks.
The document discusses the relationship between motivation and cognitive science. It notes that while cognitive science often does not address motivation, motivation and cognition are intertwined aspects of psychological processes. Motivation influences cognitive processing in humans in several ways. Goals activate related concepts and influence priorities and processes used to achieve goals. Different motivational states like promotion vs prevention focus can affect what information is easier to process and the types of reasoning used. Regulatory fit between motivational focus and task structure improves performance for some tasks. Understanding motivation is crucial for computational models of the mind to account for why and how humans act.
This document contains Kurt Wagner's educational administration portfolio, including a professional resume, letters of recommendation, and evidence of meeting leadership standards. For Standard 1 on visionary leadership, Wagner discusses developing and teaching a course on social-emotional learning and writing a paper on Montessori educational theory. For Standard 2 on instructional leadership, he provides examples of responding to a teacher evaluation and developing a study skills curriculum.
Overview of psychological theories related to working with obese children and adolescents.
Presentation given at the In Form project interim conference, Villach Austria, 22 March 2010.
1) The document discusses the importance of scenario planning given that our knowledge is about the past but decisions are about the future. It notes that most of what we need to know to make good decisions is outside our comprehension.
2) It then discusses how change, uncertainty, chaos and complexity are the new normal due to our ignorance. It also maps out the types of ignorance organizations face including uncertainty, complexity, ambiguity and equivocality.
3) The document concludes by explaining that scenario planning allows companies to embrace uncertainty by exploring alternative futures and navigate complexity by using stories to help organize information. It is an important tool to help address the gaps in understanding the future.
The document discusses components of perception including the perceiver, target of perception, and situation. It then discusses early theories of scientific management which stressed scientific study and organization of work to increase efficiency through techniques like time and motion studies. The document notes a problem with solely relying on social contacts for motivation under the human relations model. It also discusses transactional leadership involving rewards/punishments versus transformational leadership involving change agency. Finally, it mentions behavior modification has been used by organizations to impact various outcomes but is criticized over manipulation and decreased freedom.
Interpersonal competence in action research (Dls line12)Tim Rogers
Talk given on February 15 2017 at De La Salle University Philippines. Lecture for Management Action Research MBA students, class of Professor Ben Teehankee
Cognitive Behavior And Behavior Therapies A Psych 265 PresentationRodge Bucao
Here's the presentation I made for my Psychotherapy lecture a week ago. You might observe that I have designed each slide much like a print ad; it's my personal philosophy to design presentations in this manner.
Set Minda Melalui CTI PCI - YBhg. Prof. Dato' Dr Abu Bakar Abdul MajeedPersatuan Uitm
Pembentangan Set minda melalui cti pci oleh YBhg. Prof. Dato' Dr Abu Bakar Abdul Majeed pada Seminar Pengurusan Pentadbir (SePP) 2019 anjuran Anjuran Persatuan Pentadbir UiTM di ILD Bandar Enstek, Negeri Sembilan pada 22 - 24 Disember 2019
This document discusses Howard Gardner's theory of multiple intelligences. It provides an overview of Gardner's view that intelligence is not a single general ability but rather consists of at least eight specific intelligences. These include linguistic, logical-mathematical, spatial, bodily-kinesthetic, musical, interpersonal, intrapersonal, and naturalistic intelligences. The document outlines each of these intelligences and provides examples of how students with strengths in different intelligences may best learn. It also notes that Gardner's theory challenges traditional views of intelligence and has implications for teaching practices and assessment.
Software Developer Productivity: What we know and how to make it betterTasktop
Everyone seems to want more software developed and produced faster. Yet simply ramping up the number of individuals able to produce software is not sufficient; it is also important to improve the productivity of the software developers. But, what is software development productivity anyway? When do software developers consider themselves productive? What friction exists in software development that lowers productivity? In this talk, Gail Murphy discusses recent studies about software development productivity from the eyes of developers and will suggest directions to improve software development productivity based on the daily activities of software developers. This talk includes joint work with T. Fritz (U. Zürich), A. Meyer (U. Zürich) and T. Zimmermann (Microsoft Research).
This document discusses defining and tracking productivity metrics for an organization. It proposes identifying key metrics across teams to measure productivity gaps. It suggests developing a framework to collect data, analyze gaps, and deliver a report with optimization recommendations. Sample metrics are provided for engineering, development, sustainment, and quality assurance. Case studies demonstrate defining complexity-weighted productivity comparisons between global teams and addressing constraints impacting productivity.
IT professionals usually focus technology. Team Management is usually weak. This is 2 hours session for IT professionals about good behaviors that will motivate your team.
Translating Developer Productivity to Netflix Customer DelightVasanth Asokan
Slides from my talk at the Edge Engineering Meetup on June 9, 2016 at Netflix HQ, Los Gatos, CA. The talk covers why developer productivity is important for the Netflix experience based API system and takes a look at the kinds of problems we attempt to solve for Netflix developers.
This talk was part of a series of talks about the Netflix Edge.
http://www.slideshare.net/danieljacobson/netflix-edge-engineering-open-house-presentations-june-9-2016
This document discusses measuring team performance. It defines what a team and performance are, and explains why measuring team performance is important for both organizations and individuals. It identifies seven key parameters to measure: shared leadership, atmosphere, cohesiveness, contributions, skills, compatibility with change, and innovative thinking. Both structured and non-structured methods are outlined for how to measure performance, drawing from models like Tuckman's stages, Hackman's input-process-output, and Lencioni's five dysfunctions. The outcome of measurement should be gap analysis, alignment with goals, and trust building.
Measuring team performance at spotify slideshareDanielle Jabin
How do we actually know if our teams are doing well? Is gut instinct enough? Furthermore, in a rapidly growing organization such as Spotify, how can we ensure some sort of consistency in our baseline level of Agile knowledge across the technology, product, and design organization?
In this presentation, I’ve shared techniques we have developed and use at Spotify to benchmark health and performance for our teams and some tactics we use to bring them closer to—and beyond!—being the best teams they can be.
Ginnett's Team Effectiveness Leadership Model focuses on creating effective teams. It identifies three essential parts of a team: the leader, followers, and situation. The model also identifies three leadership functions - Dream, Design, and Development - that are applied through Team Inputs and Context. These include organizational, team design, and individual inputs that influence four process criteria: effort, knowledge and skills, strategy, and group dynamics. When applied effectively, this model helps teams achieve three essential outputs: acceptable outcomes for stakeholders, improved future capability without burnout, and individual satisfaction.
To become a Lean enterprise, office activities must fully support shop-floor manufacturing operations to eliminate waste. The adoption of 5S throughout all office functions is the first step to increase efficiency.
This presentation provides a blueprint for building a Lean foundation for your office. You will learn how to mobilize and align your management team to launch or improve 5S in your office. The presentation covers 5S and Visual Management key concepts, best practices, step-by-step implementation guidance, and how to kick-start 5S in your organization to achieve sustainable world-class excellence.
LEARNING OBJECTIVES:
1. Understand the benefits of working in a clean and neat environment
2. Identify waste in the office
3. Define the 5S principles, and identify visual tools
4. Explain how to apply the 5S principles and visual tools to enhance office organization
5. Learn how to kick start a 5S initiative
6. Define the critical success factors for 5S implementation
CONTENTS:
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Helps to Eliminate Waste
What is 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
Creating a Visual Office
5S Applications
5S Implementation
Starting & Launching a 5S Initiative
5S Audit System & Maturity Levels
5S & Kaizen
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
This document provides an overview of Hoshin Kanri, a strategic planning and management approach. It discusses key concepts such as focusing on breakthrough objectives, aligning goals across levels of the organization, and using a plan-do-check-act cycle. The document outlines the typical Hoshin Kanri process, which includes objective setting, deployment to departments, operationalizing objectives through projects, and reviewing performance. Tools like the X matrix and deployment trees are presented to cascade goals down the organization.
This document discusses a holistic framework for assessing performance in knowledge-based industries. It proposes measuring four types of intelligence: emotional, social, moral, and spiritual. Each intelligence is examined from a neurological perspective to identify key competencies. For emotional intelligence, areas of the brain involved in processing emotions and reasoning are identified. Key performance indicators for emotional intelligence include self-awareness, managing emotions, and motivation. The framework is intended to create alignment between employee competencies, organizational objectives, and personal growth to improve performance.
High performance software team through physics parallelsPatanjali Kashyap
This document presents a framework to improve organizational performance using principles from quantum physics and by measuring emotional, moral, and spiritual intelligence (EQ, MQ, SQ). It proposes a more holistic model that integrates these soft skills with traditional metrics like those in the balanced scorecard. A quantum paradigm is advocated to better address today's unpredictable environment compared to the Newtonian views of the past. Key aspects of the framework include developing metrics for various competencies, a web application for evaluation, and cultivating high performance teams and leadership using quantum principles.
A new approach towards agile and xp software development methodologyPatanjali Kashyap
The document discusses a proposed new software development methodology that incorporates holistic intelligence factors. It considers emotional (EQ), social (SQ), and moral (MQ) intelligence in addition to technical skills. The methodology would develop an organizational behavioral database to match employees' strengths and weaknesses to projects based on intelligence parameters and histories. This aims to improve overall efficiency and productivity by selecting the right people for each job.
Organizations are complex systems and as such they are not easy to change. When the old strategy is becoming non effective it is time to make a shift. A great tool for shifting entire organizations that responds to issues connected with complexity is Appreciative Inquiry. A brief introduction of the concept and principles initially developed by David Coperrider is presented. The method is contrasted with the traditional approach to organizational change - problem solving. The presentation is completed with a practitioner description of a typical Appreciative Inquiry project.
Perception is the process by which individuals organize and interpret their sensory impressions to understand their environment. It is influenced by personal factors like experiences and attitudes, as well as external factors like context, contrast, and motion. The perceptual process involves selecting stimuli, organizing them, interpreting them, and forming a response. Perception is important because people's behavior is based on their perception of reality rather than reality itself. Distortions can occur due to perceiver biases, characteristics of the perceived person, or situational influences. Managing perception is important for effective work relationships, selection, performance evaluation, and employee motivation in organizations.
The document discusses the role of an internal consultant and the key aspects required to be successful in that role. It covers the necessary mindset, knowledge, process skills, and competencies. Specifically, it emphasizes the importance of strategic thinking, understanding complex problems, developing strong relationships and trust with clients, and having expertise in various shared competencies like communication, decision-making, and maintaining a positive outlook. The document provides examples of how to establish initial contact with clients, understand their needs, and manage the consulting process and relationship to deliver high quality service.
Research + Psychology = Magic How to Plan and Analyze Research with the COM-...UXPA Boston
The document discusses using a COM-B model of behavior change to plan and analyze a research study aimed at improving construction worker safety. It outlines how to use the COM-B model to assess whether workers have sufficient capability, opportunity, and motivation to follow proper safety protocols based on interviews and observations. The results will then inform the development of an interactive safety training course to target behaviors in each area of the COM-B model in order to change behaviors and improve outcomes.
Creativity is defined as the production of novel and useful ideas, while innovation is the successful implementation of creative ideas. Creativity comes from both individuals and groups and is influenced by factors at the individual, group, and organizational levels. At the individual level, factors include personality, motivation, intelligence, and experience. At the group level, factors involve diversity, cooperation, and encouragement of ideas. At the organizational level, resources, management practices, culture, and incentives can support or hinder creativity. The cognitive neuroscience of creativity involves both emotional processing in the brain and cognitive flexibility carried out by the prefrontal cortex. Different types of creativity arise from spontaneous insights, deliberate problem-solving, emotional associations, and unconscious thinking.
Reflective practice is a discipline that ensures we give adequate time and attention to reflection in the learning cycle. It is necessary for the development of wisdom, and wisdom is necessary for effective change.
This document outlines the key elements of developing emotional intelligence and effective communication skills. It discusses how emotional intelligence factors into life and career success more than raw intellectual skills alone. It also emphasizes the importance of skills like self-awareness, self-regulation, empathy and social awareness. The document then provides guidance on improving communication, listening skills, giving and receiving feedback, and working effectively in teams. It stresses managing reactions to change and influencing change processes positively.
Engineering ethics involves the study of moral values, issues, and decisions related to engineering practice. It aims to improve engineers' cognitive skills for recognizing and resolving moral problems, and to promote acting in morally responsible ways through respect, integrity, and commitment to ethical conduct. Engineering ethics is important because of engineers' responsibilities to safety, health, and welfare of the public in their work.
The document discusses emotional intelligence and its importance in organizational behavior. It defines emotions, moods, and different models of emotional intelligence. Emotional intelligence comprises self-awareness, self-regulation, motivation, empathy, and social skills. Developing emotional intelligence in the workplace is important for relationship management, decision-making, leadership, and customer service. A lack of emotional intelligence can negatively impact relationships, decisions, and career advancement.
Emotional intelligence refers to the ability to understand and manage one's own emotions and the emotions of others. It involves self-awareness, self-regulation, motivation, empathy, and social skills. Research shows emotional intelligence is important for success in life and work. Models of emotional intelligence identify competencies in personal and social domains that contribute to effectiveness. Assessing and developing emotional intelligence can help improve relationships, performance, and well-being.
- Ethos examines morality and moral standards of a society. It includes concepts like honesty, responsibility, and ethics.
- Indian ethos focuses on developing a value-oriented management system through principles like fulfilling social responsibility, prioritizing human relationships, and promoting inner growth and self-management.
- Key aspects of Indian ethos include self-study, self-control of the mind, intuition, and using meditation to transform lower consciousness into higher consciousness. This allows one to make rational decisions and handle problems and difficulties.
This document discusses employee abilities and their fit with job requirements. It covers various dimensions of intellectual and physical abilities and how they relate to different jobs. It also discusses biographical characteristics like age, gender, race, and others that can impact work performance. Finally, it examines the concept of ability-job fit and how ensuring employees have the right abilities for their roles is important.
Mindful ATF is an adaptive organizational development framework that bridges agility and organizational change. It emphasizes exposing environmental phenomena through mindfulness practices rather than simplifying complexity. The framework incorporates concepts from fields like neuroscience, psychology, and change management. It addresses the cultural challenges of agile transformations and views organizations as complex systems. Mindful ATF uses workshops and leadership development to establish shared understanding, build guiding coalitions, and develop sustainable change visions tailored to each organization's needs and maturity levels.
This document provides an overview of personality and various personality theories. It begins by defining personality as the patterns of thinking, feeling, and behaving that characterize individuals. It then discusses several personality determinants and traits, including the widely used Myers-Briggs Type Indicator and Big Five model. The Myers-Briggs categorizes people into 16 personality types based on four dimensions, while the Big Five examines five broad personality dimensions. The document also explores how constructs like locus of control, risk-taking, self-esteem, and Type A/B personalities can influence workplace behavior. Overall, the summary provides a comprehensive introduction to the topic of personality from multiple theoretical perspectives.
The document discusses behavioral theories and determinants that influence human behavior. It describes several models of behavior including levels of influence, stages of change model, social learning theory, and diffusion of innovations. It also lists specific determinants of behavior such as knowledge, attitudes, perceived risks, consequences, self-efficacy, social norms, and demographics. The key takeaways are that multiple factors determine behavior, research is needed to identify the most relevant determinants for a given population or behavior, and this information can then be used to develop effective interventions.
This document discusses decision making processes in organizations. It describes common issues in decision making like changing workplace trends, the impact of information technology, and cultural factors. The typical decision making process involves recognizing the problem, identifying alternatives, assessing risks, choosing a preferred option, implementing it, and evaluating results. Decisions vary in importance and urgency, and different strategies are appropriate depending on these factors. Intuition, heuristics, and creativity can influence decision making by aiding judgment under uncertainty. The standard decision making process involves gathering facts, identifying alternatives, assessing them, and deciding, though this may be adapted based on the situation.
Great Answer! Now What Was the Question?Dante Murphy
This document contains various quotes and information about mental models and frameworks. It discusses developing mental models to organize goals and identify tactics by grouping tasks into towers and towers into mental spaces. It also mentions using influence mapping to identify goals and relationships, and applying the funnel of relevance to add depth and context to mental models. Finally, it recommends testing tactics against a behavior model, considering flow, classifying domains using Cynefin, and focusing on idealized design when developing mental models and solutions.
Similar to Holistic framework for software development and productivity improvement (20)
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...SkillCertProExams
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• It is recommended to score above 85% in SkillCertPro exams before attempting a real exam.
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This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
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Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
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Carrer goals.pptx and their importance in real lifeartemacademy2
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This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
4. Performing in the Knowledge-based industry
• Traditional industry
Machine power
Tangible assets
• Knowledge-based industry
“Brain power”
Intellectual assets
5. Brains ≠ Machines
Knowledge
Emotions
Value system
Rational
reasoning
Social
relationships
Intellectual
creation
Aspirations
6. Holistic framework
Emotional
intelligence
Social
intelligence
Moral
intelligence
Spiritual
intelligence
Alignment of organization vision
with personal aspirations
Employee: personal growth,
satisfaction, motivation
Corporate:
Improve
performance,
competitive
advantage
Smarter Organizations
7. Theoretical development Methodology
Business Needs
Scientific basis of each
intelligence
Key performance Parameters
Psychometric measurement
Integration and personalized
improvement plan
8. What competencies to seek for?
Motivation Integrity Collaboration Creativity Flexibility Holistic Thinking
Intellectual
assets
Bottom-up innovation,
teamwork, open
knowledge sharing,
adaptability to changes,
customer focus,
spirituality
create
Confidence, Emotional
awareness, Emotional
management , Sustain
motivation, endurance, drive
for achievement
Motivation, integrity, collaboration,
creativity, flexibility, holistic thinking
Emotional
Competen
cies
Corporate climate
characteristics
Emotional, Social, Moral and Spiritual Intelligence
Self awareness, emotional control, confidence,
empathy, conscience, tolerance, inner drive, etc.
form
enable
Organizational objective
Individual
Individual
competence
Emotion and
Impulse control,
confidence in one’s
values and
principles
Healthy self-regard,
Optimism, Impulse control
Optimism,
emotional
management,
confidence
Stress management,
Emotion and Impulse
control, Stable self
esteem
Emotional awareness
Social
Competen
cies
Motivating/ managing
others’ emotions
Empathy,
Understand complex
social relationships
Empathy, Situational
radar, Resolve conflicts,
Change catalyst,
Moving others towards
oneself, Responsiveness,
Authenticity, sincerity
Self-expression,
Influencing others
Building bonds,
effective
communication,
Situational radar,
resolve conflicts
Empathy, Situational radar
Moral
Competen
cies
Responsibility, self-control Moral judgment,
Stand up against
injustice, Keep
promises
Respect, Tolerance Social
responsibility
Tolerance Social responsibility, apply
universal principles to
personal actions
Spiritual
Competen
cies
Self-understanding, Access
to deep values and will,
inner harmony, purpose
seeking
Intrinsic drive to
serve and give,
Access of deep
values of self,
Meaning seeking
and led by vision
Embrace diversity, love
and unity with people
Spontaneity and
energy, Seeking
truth and curious,
Flexibility of
perspectives
Time-management,
Flexibility of
perspectives
Seeing the fundamental
and essence, love and
unity with nature/universe
9. Neurological understanding of each
intelligence
Identifying competencies
in brain:
• Active areas: brain
imaging such as fMRI,
PETs
• Brain waves: EEG
• Lesion behavior
studies
• Structural connectivity
patterns
10. “The capacity for recognizing our own feelings and those of
others, for motivating ourselves, and for managing emotions
well in ourselves and in our relationships.”
Emotional
Intelligence
Dan Goleman (1995)
Emotional Intelligence
11. Dorsolateral
prefrontal cortex:
Formulate plans & strategies
Control behavior to execute
How does emotions work? Why does it matter?
computational product
Stimulus
Amygdala
Thalamus
Emotional
response
Hippo-campus
Reasoning
output
Associative
Linear
Fast,
Irrational
12. • Neurological basis
• Parallel systems
& functions
• Integration of
emo/ info
processing
• High and low load
of response
EI qualities
Organizational
benefits
• Aware of emotions & its responses
Innovation
• Use the awareness to motivate
Effectiveness
• Understand how E affects decision
and behaviors
Teamwork
• Fully utilize brain associative and
logical capacity
Adaptability to
change
• Stress and change handling
13. Reference from acknowledged EQ measurement
tools & classifications
• Bar-On’s EQ-i® and EQ-360™
• Goleman and Boyatzis’ ECI 360
• Mayer, Salovey, and Caruso’s MSCEIT™
• Orioli and Cooper’s EQ Map®
CROSS-REFERENCE
MATRIX:
For cross referencing
different competencies
described in the 4
measures of EQ
14. Key Emotional Intelligence performance indicators
Context-independent
Context-dependent
• Emotional self awareness
• Aware of the emotion being
experienced
• Understand how the emotion is linked
to one’s thoughts and behaviors
• Understand how the emotion is related
to one’s values and goals
• Insight of what and how environmental
factor has triggered the emotion
• Managing emotions in self
• Impulse control
• Controlling negative emotions:
distress, jealousy, etc.
• Intentionally eliciting and sustaining
feelings when needed
• Mental adaptability to changes
• Stress management
• Optimism
Healthy self attitude Motivation
• Need for achievement
• Drive for self improvement
• Sustain motivation/ endurance
• Context factors: commitment/interest
for this particular project/team/field/
• Confidence in self values and principles
• Trust in self abilities and judgment in
general/ particular project/field/position
• Self regard: not inferior/superior to
others
• Stability of self esteem
15. 15
Social Intelligence
• To “effectively navigate and
negotiate complex social
relationships and
environments”
-- Ross Honeywill
16. Understanding Social Intelligence
• Neurology
• 3 neuro subsystems of social
16
intelligence :
• An integrated cortical
subsystem: relies on long-term
memory to make
complex social judgments
• A frontal-dominant subsystem:
organizes and generates
social behaviors
• A limbic dominant subsystem :
rapidly produces emotional
responses to events.
(Taylor & Cade 1989)
• Existing research
• Sensitive to context (Sternberg 1985,
1988)
• Social competence prototype
(Sternberg et al. 1981, Kosmitzki & John
1993)
• Distinction between intrapersonal vs.
interpersonal (Gardner 1983)
• Judgment of personality (Vernon 1933)
• Cognitive:
• Social concept (Cantor & Kihlstrom
1987)
• Social Knowledge (Cantor et al. 1987,
1998)
• Social Maturity Scale (Vineland 1947)
• …
17. Key Moral Intelligence performance indicators
• Empathy
Self Control Treating Others
• Interest in others’ concerns and
feelings
• Understand other’s feelings, concerns
and perspectives
• Able to reconcile conflicting opinions
incorporating other’s needs and
feelings
• Effective communication
• Assertiveness
• Provision of feedback
• Authenticity, sincerity
• Express own feelings
• Show sympathy
• Good listening skills
Situational radar Influencing others
• Interest in others’ concerns and
feelings
• Understand other’s feelings, concerns
and perspectives
• Able to reconcile conflicting opinions
incorporating other’s needs and
feelings
• knowledge of rules and norms in
human relations
• Self positioning and understanding
(general and in specific situation)
• Judge other’s personality
• Understand complex social
relationships
• Devise strategies that are most likely
to be successful in the current social
situation
18. Moral intelligence
• to determine how to
apply universal moral
to our personal values,
goals and actions
• to act on our moral
principles
19. Understanding Moral Intelligence: neuroethics
• Moral reasoning involves
• widespread brain systems
19
• VM (ventromedial) cortex study
• VM patients:
moral judgments
× Moral behavior (Neuroethics, 2006 )
moral judgments and moral behavior separate
hard to measure behavior through self report
Role in Creativity
Emotional system
Cognitive cortices
Neurochemical distribution patterns
(Damasio 1995, Churchland 2006,
sowell et al. 2003)
Novel
idea
Appropriateness Implementation
20. Key Moral Intelligence performance indicators
• Integrity
Self Control Treating Others
• Act consistently with universal
principles, values, and beliefs
• Tell the truth
• Stand up against injustice,
corruption, etc.
• Keep promises
• Respect
• Respect and take interest in others’
feelings, work, culture and welfare
• Treat others courteously
• Not harm others
• Treat others fairly
Responsibility Tolerance
• Handle constructive criticism well
• Tolerate disagreeing opinions
• Tolerate different abilities and
personalities
• Forgive others’ mistakes
• Committed to carry out assigned
work
• Take responsibility for results of
decisions and conducts, esp.
mistakes
• Embrace responsibility for the
welfare of the team/organization
• Social responsibility
21. Spiritual intelligence
• To access the deepest self, meaning,
values, intrinsic energy
--Integration of self
• Love and unity with environment
22. Understanding Spiritual Intelligence: neurology
• Unity and binding of neurons
• Synchronized brain electromagnetic waves
22
(Singer & Gray, 1995)
• EEG studies: change in brain waves during meditation
• “God Spot”
• PET studies: active during
spiritual discussions
(Ramachandran & Blakeslee
,1998)
23. Key Moral Intelligence performance indicators
Integration of self Integration of Knowledge Love and Unity
• Love and unity with
people
• Love and unity with
nature/universe
• Intrinsic drive to
serve and give
• Empathy
• Competitiveness
• Access of deep values and
will of self
• Holistic
understanding/evaluation of
self’s tendencies, abilities
and position in relation with
the world
• Purpose seeking and
vision-led
• Inner harmony of will and
reality
• Spontaneity and energy
• Optimism
• Seeking truth and
curious
• Seeing the
fundamental and
essence
• Flexibility of
perspectives
• Time management
24. Employee fulfillment
Marslow’s hierarchy of needs
Spiritual
Intelligence
Social
Intelligence
Moral
Intelligence
Emotional
Intelligence
Creativity,
uniqueness,
capable,
aware,
ideal self,
discover meaning of life
Self-esteem, achievement,
respect of others, respect by
others
To love others, love oneself, be
loved, trust others and be trusted,
belonging to the team & organization
Emotional stability, moral environment,
security of employment, financial security
Self actualization
Esteem
Love/Belonging
Safety
Physiological survive
25. Social
Intelligence
Moral
Intelligence
Rational
intelligence
Emotional
Intelligence
Internal
Processes
Financial
Customer
Employee
Learning
and Growth
Holistic framework
26. Learn the technology
Requirement and design
documents
Implement
Testing
• Software implementation
28. Web app flowchart
Create/manage
assessment and
surveys
Database
Create user
Create user
View
Under patent……so not presenting complete picture
29. Challenges & Future Work
Factors undermining questionnaire results
• Self awareness – part of EQ
• Self regard – part of EQ
• Honesty – part of MQ
• Cognitive biases: attribution and self-serving bias
Multi-rater assessments
Actual behavioral assessments: recognize and award good moral/social
behavior
Include situational analysis questions
Little or no correlation with compensation: learning and growth/
performance improvement purposes
30. Challenges & Future work
• Some of the EI, SI and MI constructs are a mix with personality traits
Focus on necessary skills for now
Incorporate personality typing in the training
• Different career/ occupation emphasize different competencies
add specialized parameters for specific careers
assignment of tasks, hiring
career planning
self awareness
60
40
20
0
Empathy
Situational
radar
Effective
communication
emotional self
management
Influencing
others
help desk
employee1
31. Challenges & Future Work
• Associate training plans
Assessment
• Understanding strength and weakness of self and others
• Orientation workshop on EI, MI, SoI, SpI
• Discussion and sharing within the team
Goal alignment
• Introspection: align actual self with ideal self and team goals
• Team discussion on shared values and goal alignment
• Input to tracking system
Action plan
• Suggestion of new behavior
• Recording action plans
• Sharing on forum
implementation
• Pairing up to practice new behavior
• Finding and building coaching relationships
• Tracking progress