This document provides an overview of a proposed storytelling training program for managers. It begins with an introduction to different types of stories that can be used, such as stories about one's identity, vision, teaching lessons, and values. The training would then focus on conveying emotion effectively in stories, making stories concrete and memorable, and using stories as a "pull" strategy to engage listeners rather than simply telling them what to think. Participants would practice crafting, telling, and listening to stories, with one-on-one coaching from the facilitator. The cost of the initial program design is waived, while delivery for up to 8 people would be RM7,500 per day, with additional ongoing coaching available for RM5,
The document discusses developing conscious intuition and mindfulness for leaders. It notes challenges leaders face today like low morale and productivity. It argues conventional models are not enough for quantum leaps. The path to becoming a "holographic being" involves developing conscious intuition through mindfulness techniques. Leaders oscillate between four states of awareness, but ideally more time should be spent in higher, more expansive states. Services offered include workshops, consulting, and coaching to help leaders build intuition and operate at higher awareness states for better decision making and expanded thinking.
This document describes a communications training company called Winning Presentations that incorporates neuroscience into its workshops on effective business storytelling. It discusses the company's 25-year history of researching what makes great communicators successful and how it has now integrated findings from neuroscience showing that storytelling is the most persuasive form of communication. The company offers workshops on creating an engaging story, using sensory elements for impact, connecting with an audience's spirit or energy, and mastering question-and-answer sessions. The workshops explore topics like the neuroscience of storytelling, visual design, public speaking, and evaluating an audience's needs.
10 Tips For a Successful Group BrainstormColumn Five
A good ideation session is what creative types live for, but without guidelines, brainstorms can devolve into unproductive time-sucks. Follow these tips to make the most of your next brainstorm session.
Designed to help nonprofit and foundation leaders design bold new strategies. Based on 12 thought-inspiring questions to get to a Simple Unifying Idea.
Elements of rational management involve planning as the key stage to fulfill a goal or project. Planning details several perspectives for initial control of stages using critical thinking skills to determine an outcome. All business organizations use planning as the beginning process to transform an idea into an action reality. Creative, logical, and deductive thinking are three styles used to solve problems and make reasoned decisions. While different in their processes, all three contribute to effective critical thinking.
The document discusses change management and outlines concepts like leading change, creating a shared need, shaping a vision, and mobilizing commitment. It describes tools and tactics for leading change, including developing a sponsorship strategy to identify sponsors, establish their responsibilities, and build commitment to the change process. The sponsorship strategy aims to demonstrate support for change through words, actions and decisions from sponsors.
This document discusses brainstorming and creative thinking techniques. It defines brainstorming as a conference technique where a group generates ideas to solve a problem by freely sharing thoughts without judgment. Two types of brainstorming are described: traditional, where participants openly share ideas, and advanced, which builds on traditional techniques. Primary rules for brainstorming are outlined, such as no criticism of ideas. Benefits, steps to conduct a brainstorming session, and how creative thinking techniques work to stimulate original ideas are also summarized.
The document discusses developing conscious intuition and mindfulness for leaders. It notes challenges leaders face today like low morale and productivity. It argues conventional models are not enough for quantum leaps. The path to becoming a "holographic being" involves developing conscious intuition through mindfulness techniques. Leaders oscillate between four states of awareness, but ideally more time should be spent in higher, more expansive states. Services offered include workshops, consulting, and coaching to help leaders build intuition and operate at higher awareness states for better decision making and expanded thinking.
This document describes a communications training company called Winning Presentations that incorporates neuroscience into its workshops on effective business storytelling. It discusses the company's 25-year history of researching what makes great communicators successful and how it has now integrated findings from neuroscience showing that storytelling is the most persuasive form of communication. The company offers workshops on creating an engaging story, using sensory elements for impact, connecting with an audience's spirit or energy, and mastering question-and-answer sessions. The workshops explore topics like the neuroscience of storytelling, visual design, public speaking, and evaluating an audience's needs.
10 Tips For a Successful Group BrainstormColumn Five
A good ideation session is what creative types live for, but without guidelines, brainstorms can devolve into unproductive time-sucks. Follow these tips to make the most of your next brainstorm session.
Designed to help nonprofit and foundation leaders design bold new strategies. Based on 12 thought-inspiring questions to get to a Simple Unifying Idea.
Elements of rational management involve planning as the key stage to fulfill a goal or project. Planning details several perspectives for initial control of stages using critical thinking skills to determine an outcome. All business organizations use planning as the beginning process to transform an idea into an action reality. Creative, logical, and deductive thinking are three styles used to solve problems and make reasoned decisions. While different in their processes, all three contribute to effective critical thinking.
The document discusses change management and outlines concepts like leading change, creating a shared need, shaping a vision, and mobilizing commitment. It describes tools and tactics for leading change, including developing a sponsorship strategy to identify sponsors, establish their responsibilities, and build commitment to the change process. The sponsorship strategy aims to demonstrate support for change through words, actions and decisions from sponsors.
This document discusses brainstorming and creative thinking techniques. It defines brainstorming as a conference technique where a group generates ideas to solve a problem by freely sharing thoughts without judgment. Two types of brainstorming are described: traditional, where participants openly share ideas, and advanced, which builds on traditional techniques. Primary rules for brainstorming are outlined, such as no criticism of ideas. Benefits, steps to conduct a brainstorming session, and how creative thinking techniques work to stimulate original ideas are also summarized.
Describing brainstorming briefly with its techniques and types with simple images giving a text to the audience , containing references , summary , and the objectives of studying this document .
The document discusses the concept of nudge theory. It begins by defining what a nudge is, both literally and in the context of the theory. It then explains that nudge theory is a modern concept for understanding how people think and make decisions, helping people improve their thinking, managing change, and identifying influences. The document notes that nudge theory was popularized by the 2008 book Nudge and accepts that people have certain tendencies rather than ignoring realities. It provides examples of how nudge techniques differ from traditional enforced changes. Overall, the document provides an overview of nudge theory, how it can be applied in various areas, and how to design effective nudges.
How to turn your boring event into a TED like experience.azards
Not only do you not want to attend or exhibit, but you have no idea why you’re even going in the first place. Is it the motivational speaker who has nothing to do with your industry? The bad entertainment? The educational tracks that are really just vendor sales pitches? Nothing worth your time as usual.
If you’re lucky, you meet up with an old acquaintance and catch up on the status of your industry. About one hour of actual useful time over a 2 day event.
What if you could take that one valuable hour and extend it across the entire three days?
You can.
“The challenges were mighty, I knew that I was the lone warrior and saviour. Hence, I precisely sketched-out a foolproof plan to put projects back on track and mitigate the challenges involved”.
By Dr. Rashid Alleem
Todd Henry's book The Accidental Creative argues that creativity is not limited to just advertising and design professionals. It believes that if you solve problems, develop strategies, or strain your brain for new ideas, you are a creative. The book outlines Todd Henry's concept of establishing a FRESH creative rhythm through focusing on Focus, Relationships, Energy, Stimuli, and Hours. This rhythm aims to provide stability and clarity to consistently engage problems and unleash creative potential. The summary effectively captures the key ideas and arguments presented in the document in a concise manner within 3 sentences.
A retreat is a meeting designed and organized to facilitate the ability of a group to step back from day-to-day activities. Organizations will reap full benefits if they follow basic rules.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative BehaviorsFlevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
Blocks to Creativity and Innovation. Tools to Release Creativity and InnovationMike Cardus
The document discusses psychological inertia and barriers to innovation. It describes how preconceived notions, assumptions, experience and expertise can prevent new ideas from being considered. It provides tools to overcome these barriers, such as having outsiders review problems, testing small experiments, and being aware of blocks to change. The goal is to encourage discussions, questioning and developing solutions in order to drive innovation.
This document provides an overview of change management and the roles involved in facilitating change. It discusses:
1) How change begins with disconfirmation creating survival anxiety or guilt, which resistance to change aims to overcome by creating psychological safety.
2) The roles of a change consultant in helping organizations through change by taking on expert, doctor, or process consultant roles focused on involvement, vision, and supportive environments.
3) The functions of a facilitator in preparing groups, assessing processes, managing conflicts, and concluding meetings using techniques like sorting fields and climate reports.
4) Tools for problem solving like Edward de Bono's Six Thinking Hats and exploring different levels of thinking, as well as concepts of mental
Synectics and its importance in entrepreneurshipBasanta Bhetwal
Synectics is a creative problem solving technique developed by Gordon and Prince that uses analogies to link disconnected ideas and solve problems. It involves mentally taking things apart and reassembling them to gain new insights. Synectics is important for entrepreneurs and managers as it stimulates creative thinking, helps address diverse customer and employee needs, and can provide new ideas to help businesses manage competition in an increasingly diverse business environment.
Our latest white paper shares new global research based on 7000 employee surveys in the US, Brazil, UK, Germany, Australia, Singapore and China, UAE, Saudi Arabia, and Egypt. We look at questions like: Can anyone be creative? How do employers build creative cultures? Is playing at work the answer? What are the business rewards of inspiring creativity—and the risks of failing to?
This document advertises an "alpha brainwave feedback programme" that is claimed to significantly improve cognitive abilities such as IQ, creativity, decision-making, and stress reduction. The programme uses neurofeedback technology to train participants to increase their alpha brainwave activity associated with focus, flow states, and calmness. It is promoted as giving business leaders the skills to access their maximum potential. Testimonials from past participants praise improvements in productivity, mental clarity, and creativity from participating in the 7-day training programme.
How to make your annual retreats successful by frahan blondeahdf
The document provides 10 tips for making an annual retreat successful. It recommends defining clear goals for the retreat, booking an extra-large room to allow for different interaction styles, sending a survey beforehand to prepare, varying interaction patterns between one-on-one, one-to-many, and many-to-many, designing a high-quality experience through venue and logistics, inviting outsiders to provide new perspectives, engaging both analytical and creative thinking, using a real-time storyboard to document ideas rather than a detailed agenda, capturing the event through photos, and limiting follow-up action plans to three key points.
Dr Julie Townsend and Mrs Victoria Rennie discussed Positive Psychology and its benefits to our students during the National Coalition of Girls' Schools in New York.
This document provides information on the creative technique known as attribute listing. It begins with definitions of creativity and an introduction to attribute listing. Attribute listing involves breaking down a problem, product, or process into its individual attributes and components, and then brainstorming alternatives for each attribute. The document provides examples of how attribute listing has been used to solve problems in various fields such as engineering and marketing. It concludes by outlining best practices for using attribute listing, such as combining it with other creative techniques like brainstorming.
This document discusses the importance and benefits of collaboration. It provides several key points:
- Collaboration allows teams to leverage individual expertise and produce better, more creative solutions than any one person could alone. It speeds up innovation.
- Effective collaboration requires both a collaborative culture and collaborative skills. The culture promotes open communication, flexibility, and resolving disagreements respectfully.
- Research identified several traits of highly collaborative teams, including giving all members time to speak, being socially sensitive, and including diversity. Empathetic listening and avoiding interruptions are also important.
- Collaborative skills include appreciating others, engaging in purposeful discussions, productively resolving conflicts, and effective project management.
- The document
This document contains notes from a LAST Conference information night. It discusses the goals for the upcoming LAST Conference, which will be held on July 19-20 at Swinburne University. The organizers are looking for a diverse program that provides learning and community for attendees. They seek session submissions on a variety of topics that develop skills and deliver value. Diversity in the program and participant engagement will be important for a successful conference.
Brainstorming is a technique for generating ideas creatively as a group. It involves deferring judgment on ideas, focusing on quantity over quality of ideas, welcoming unusual ideas, and building on others' ideas. The method was developed in the 1940s and popularized in the 1950s as a way to improve idea generation among employees. Key aspects of brainstorming include defining the problem, selecting participants, generating ideas freely without criticism, and later evaluating and building on ideas. It is commonly used in business for problem solving, opportunity finding, and quality improvement processes.
Storytelling is an important part of human communication. Images with inspirational quotes or messages have become a popular way to share ideas and stories on social media. These viral images allow people to quickly understand a message and potentially spread it to their own networks.
Describing brainstorming briefly with its techniques and types with simple images giving a text to the audience , containing references , summary , and the objectives of studying this document .
The document discusses the concept of nudge theory. It begins by defining what a nudge is, both literally and in the context of the theory. It then explains that nudge theory is a modern concept for understanding how people think and make decisions, helping people improve their thinking, managing change, and identifying influences. The document notes that nudge theory was popularized by the 2008 book Nudge and accepts that people have certain tendencies rather than ignoring realities. It provides examples of how nudge techniques differ from traditional enforced changes. Overall, the document provides an overview of nudge theory, how it can be applied in various areas, and how to design effective nudges.
How to turn your boring event into a TED like experience.azards
Not only do you not want to attend or exhibit, but you have no idea why you’re even going in the first place. Is it the motivational speaker who has nothing to do with your industry? The bad entertainment? The educational tracks that are really just vendor sales pitches? Nothing worth your time as usual.
If you’re lucky, you meet up with an old acquaintance and catch up on the status of your industry. About one hour of actual useful time over a 2 day event.
What if you could take that one valuable hour and extend it across the entire three days?
You can.
“The challenges were mighty, I knew that I was the lone warrior and saviour. Hence, I precisely sketched-out a foolproof plan to put projects back on track and mitigate the challenges involved”.
By Dr. Rashid Alleem
Todd Henry's book The Accidental Creative argues that creativity is not limited to just advertising and design professionals. It believes that if you solve problems, develop strategies, or strain your brain for new ideas, you are a creative. The book outlines Todd Henry's concept of establishing a FRESH creative rhythm through focusing on Focus, Relationships, Energy, Stimuli, and Hours. This rhythm aims to provide stability and clarity to consistently engage problems and unleash creative potential. The summary effectively captures the key ideas and arguments presented in the document in a concise manner within 3 sentences.
A retreat is a meeting designed and organized to facilitate the ability of a group to step back from day-to-day activities. Organizations will reap full benefits if they follow basic rules.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative BehaviorsFlevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
Blocks to Creativity and Innovation. Tools to Release Creativity and InnovationMike Cardus
The document discusses psychological inertia and barriers to innovation. It describes how preconceived notions, assumptions, experience and expertise can prevent new ideas from being considered. It provides tools to overcome these barriers, such as having outsiders review problems, testing small experiments, and being aware of blocks to change. The goal is to encourage discussions, questioning and developing solutions in order to drive innovation.
This document provides an overview of change management and the roles involved in facilitating change. It discusses:
1) How change begins with disconfirmation creating survival anxiety or guilt, which resistance to change aims to overcome by creating psychological safety.
2) The roles of a change consultant in helping organizations through change by taking on expert, doctor, or process consultant roles focused on involvement, vision, and supportive environments.
3) The functions of a facilitator in preparing groups, assessing processes, managing conflicts, and concluding meetings using techniques like sorting fields and climate reports.
4) Tools for problem solving like Edward de Bono's Six Thinking Hats and exploring different levels of thinking, as well as concepts of mental
Synectics and its importance in entrepreneurshipBasanta Bhetwal
Synectics is a creative problem solving technique developed by Gordon and Prince that uses analogies to link disconnected ideas and solve problems. It involves mentally taking things apart and reassembling them to gain new insights. Synectics is important for entrepreneurs and managers as it stimulates creative thinking, helps address diverse customer and employee needs, and can provide new ideas to help businesses manage competition in an increasingly diverse business environment.
Our latest white paper shares new global research based on 7000 employee surveys in the US, Brazil, UK, Germany, Australia, Singapore and China, UAE, Saudi Arabia, and Egypt. We look at questions like: Can anyone be creative? How do employers build creative cultures? Is playing at work the answer? What are the business rewards of inspiring creativity—and the risks of failing to?
This document advertises an "alpha brainwave feedback programme" that is claimed to significantly improve cognitive abilities such as IQ, creativity, decision-making, and stress reduction. The programme uses neurofeedback technology to train participants to increase their alpha brainwave activity associated with focus, flow states, and calmness. It is promoted as giving business leaders the skills to access their maximum potential. Testimonials from past participants praise improvements in productivity, mental clarity, and creativity from participating in the 7-day training programme.
How to make your annual retreats successful by frahan blondeahdf
The document provides 10 tips for making an annual retreat successful. It recommends defining clear goals for the retreat, booking an extra-large room to allow for different interaction styles, sending a survey beforehand to prepare, varying interaction patterns between one-on-one, one-to-many, and many-to-many, designing a high-quality experience through venue and logistics, inviting outsiders to provide new perspectives, engaging both analytical and creative thinking, using a real-time storyboard to document ideas rather than a detailed agenda, capturing the event through photos, and limiting follow-up action plans to three key points.
Dr Julie Townsend and Mrs Victoria Rennie discussed Positive Psychology and its benefits to our students during the National Coalition of Girls' Schools in New York.
This document provides information on the creative technique known as attribute listing. It begins with definitions of creativity and an introduction to attribute listing. Attribute listing involves breaking down a problem, product, or process into its individual attributes and components, and then brainstorming alternatives for each attribute. The document provides examples of how attribute listing has been used to solve problems in various fields such as engineering and marketing. It concludes by outlining best practices for using attribute listing, such as combining it with other creative techniques like brainstorming.
This document discusses the importance and benefits of collaboration. It provides several key points:
- Collaboration allows teams to leverage individual expertise and produce better, more creative solutions than any one person could alone. It speeds up innovation.
- Effective collaboration requires both a collaborative culture and collaborative skills. The culture promotes open communication, flexibility, and resolving disagreements respectfully.
- Research identified several traits of highly collaborative teams, including giving all members time to speak, being socially sensitive, and including diversity. Empathetic listening and avoiding interruptions are also important.
- Collaborative skills include appreciating others, engaging in purposeful discussions, productively resolving conflicts, and effective project management.
- The document
This document contains notes from a LAST Conference information night. It discusses the goals for the upcoming LAST Conference, which will be held on July 19-20 at Swinburne University. The organizers are looking for a diverse program that provides learning and community for attendees. They seek session submissions on a variety of topics that develop skills and deliver value. Diversity in the program and participant engagement will be important for a successful conference.
Brainstorming is a technique for generating ideas creatively as a group. It involves deferring judgment on ideas, focusing on quantity over quality of ideas, welcoming unusual ideas, and building on others' ideas. The method was developed in the 1940s and popularized in the 1950s as a way to improve idea generation among employees. Key aspects of brainstorming include defining the problem, selecting participants, generating ideas freely without criticism, and later evaluating and building on ideas. It is commonly used in business for problem solving, opportunity finding, and quality improvement processes.
Storytelling is an important part of human communication. Images with inspirational quotes or messages have become a popular way to share ideas and stories on social media. These viral images allow people to quickly understand a message and potentially spread it to their own networks.
Srikari - Synopsis on story telling by Gerr ReynoldSrikari Sharma
This document provides tips for improving presentations through effective storytelling. It emphasizes engaging the audience emotionally by showing passion for the topic, starting strong in the first 2-3 minutes to capture attention, and keeping the presentation short to maintain interest. Storytelling is highlighted as a way to connect with audiences and adding emotion, which is as important as logic and well-designed visuals for an impactful presentation.
The document discusses organizational storytelling and its benefits. It explains that storytelling is persuasive and transfers knowledge in an emotional way that triggers action. Stories build relationships, convey culture and history, and can be used for funding, marketing, branding, and damage control. The document then provides tools for storytelling, including listening to understand audiences, crafting stories for specific audiences, and invoking emotion. It suggests that organizations should foster storytelling by listening, asking questions, and practicing the art of storytelling.
The document discusses the power of storytelling for leadership. It argues that leaders sell stories, not just products or ideas, and that people are drawn to stories that resonate with their beliefs. Stories help define a leader's brand and give others permission to lead. While some think creating a story means lying, the document says an effective leader can retell and change their story over time. Leaders should craft new stories to define goals and inspire faith in their vision.
The document discusses using stories and storytelling as a way to influence people and effect change. It covers three aspects of story - listening, thinking, and telling. It discusses listening for stories, collecting stories, and practicing empathy. It also discusses using stories to think and map other people's perspectives. The document advocates drawing on one's own life experiences and timeline of key events as a way to craft effective stories for telling and influencing others.
A sikeres vállalkozások eddig is többnyire történeteket meséltek, legfeljebb kevéssé tudtak arról, hogy ezt teszik. A storytelling az utóbbi évek egyik legfelkapottabb márkaépítési eljárásává vált, iskolát teremtett, szakirodalma és neves szaktanácsadói köre alakult ki. Ez a kommunikációs eszköz képes arra, amire a logikára építő, racionális érvelés sohasem: érzelmi azonosulást tesz lehetővé, anélkül, hogy a befogadó azonnal ellenérveken kezdene el gondolkodni a befolyásolási kísérlet miatt. Egy sztorival nem lehet és nem is kell vitatkozni, csupán erőfeszítés nélkül megjegyezni, az agyba égetni. Ez a lényegük. Négy hazai példát mutatunk be.
This document discusses how storytelling shapes organizational culture. Stories are passed down from old employees to new employees and often feature the organization's founders or other leaders. These stories carry the organization's legacy and help orient new employees to the culture. The stories that are told provide meaning and identity to the organization. They convey what the organization believes in and what reputation it has with customers. Storytelling is an important way that values, ethics, and beliefs are communicated within an organization.
Effective story telling techniques involve:
1) Generating ideas and standards through participation from customers, product managers, architects, analysts, developers, and operations staff.
2) Prioritizing stories based on customer needs and business value.
3) Using progressive elaboration to refine story details from both customer and technology perspectives during planning and implementation.
Building an organizational story that inspires - 2013 Retreat, Day 1UpStartBayArea
The document discusses using organizational storytelling to communicate an organization's value proposition and goals. It provides guidance on developing a logline, applying a three-act story structure, and drafting an organizational story. Key elements include identifying the audience, problem, obstacles overcome, and strategies employed. Common story types are founding myths, leadership stories, and visions of transformation. The purpose is to engage audiences and motivate support through relatable narratives.
What story are you telling about your products?Mike Boudreaux
This document discusses effective storytelling techniques for presentations. It outlines the key elements of a compelling story, including getting the audience's attention, stimulating desire, and reinforcing the message with reasons. The document explores different story archetypes like the hero's journey and provides examples of how to construct stories around products or services. It also distinguishes stories from lectures and highlights aspects that make stories more engaging and persuasive.
Little Red Riding Hood and the day PowerPoint came to town...Libby Spears
This slideshare demonstrates how PowerPoint has the capacity to destroy the narrative integrity of a beloved children's story OR enhance it. The choice is up to the person designing the slides! It takes work but the work pays off with happy audiences clamoring for more.
Release The Stories In Your OrganizationRobert Nordh
This is a presentation about organizational storytelling – how we all are storytelling creatures and how that affect organizations. You’ll find hands-on tips for different stories for different occasions, and also a brief description of a method of how to elicit stories, to eventually set them free. Please contact me if you have any questions. Enjoy!
Compelling story-telling is essential to social success. Stories are memorable, compelling and, of course, sharable. This presentation will review why story telling is critical for brands today, what makes a great storyteller, as well as thoughts on emerging knowledge on behavioural economics. Story telling is helping organizations and brands gain social traction.
My 1/2 hr keynote presentation for the 2013 Ontario Cycle Tourism Forum
Part 4 of 6 - Analysis Phase - Safety Lifecycle Seminar - Emerson Exchange 2010Mike Boudreaux
In San Antonio, Emerson Exchange 2010 featured a new Meet the Experts concept that provides participants to interact with recognized experts on focused topics. Emerson’s Mike Boudreaux provided a 2 hour session on Safety Lifecycle Management. This was an interactive short seminar that has been designed to help business leaders and managers in the process industries have a general understanding of existing industry standards and best practices for safety instrumented systems. This seminar provides a practical overview of the safety lifecycle, including key considerations for each phase. In addition to the typical design concepts related to safety instrumented functions and safety integrity levels, important concepts such as organizational design, competency management, planning, and continuous verification will be discussed.
Part 4 describes the Analysis Phase and explains the managment considerations for hazard and risk assessment, layers of protection analysis, and safety requirements specification.
The document discusses social storytelling as the next wave of social media marketing. It provides tips for using social platforms like Facebook and Twitter to tell brand stories that engage customers. Some keys are incorporating customer comments and responses, using visuals, focusing on shareability, and tracking super fans to seed content. Examples highlighted include how Old Spice and Mad Men used social media to advance interactive brand narratives. The presentation emphasizes using story elements like characters, challenges, and arcs to create engaging brand stories on social networks.
How to deliver effective presentations, by using the time-tested power of story-telling. Based largely upon guidance provided in Alexi Kapterev's book "Presentation Secrets."
First delivered at the Software Engineering Institute's (SEI's) CMMI Workshop in St. Petersburg, Florida, October 2012. [CmmiTraining.com]
Link Building Through Data Driven Storytelling by @staceycav #fos16Stacey MacNaught
My deck on getting creative with link acquisition through data driven story telling from Friends of Search 2016 in Amsterdam. I talked about the content marketing led work we'd done with data at the centre of it back to 2011 and the lessons that we've learnt from it, then shared the data sources we're using, the criteria we consider important for story telling and what's working for us turning coverage into links.
Agile coaches are Psychologist or becoming PsychologistChandan Patary
This document discusses how understanding psychology can help someone become an effective agile coach. It explains that agile transformation requires engaging stakeholders effectively, building high-performing teams, and minimizing conflicts, which psychology can aid with. Understanding what drives human behavior and how to influence it allows agile coaches to better communicate, understand coworkers, and build relationships. Applying psychological concepts like empathy mapping and examining cognitive biases can help coaches influence executives and drive organizational change. In summary, studying psychology provides insights into human motivation and behavior that can improve an agile coach's ability to transform organizations and build successful products and teams.
Suzanne Rotondo and Gretchen Schmelzer
Master coach faculty members for Teleos’ flagship coach development and certification program
In the first of a three-part series on coaching, Suzanne and Gretchen will discuss, “What Neuropsychology Tells Us About the Positive Impact of Coaching with Compassion.”
NLP (Neuro Linguistic Programming) is a method that uses principles of neurology, linguistics and behavioral psychology to understand communication and establish rapport. The document discusses:
- The components of NLP as Neuro (nervous system), Linguistic (language) and Programming (organizing one's communication abilities).
- Key NLP concepts like presuppositions, the Meta Model questions, anchoring, reframing and the Milton model for indirect communication.
- How NLP techniques can be applied in areas like understanding others, communication skills, flexibility and confidence.
- Timeline therapy which uses NLP and hypnosis to clear negative emotions attached to past memories and limiting beliefs, producing
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Design thinking is a process that focuses on empathy, collaboration, and experimentation to solve problems in a human-centered way. It begins with deep understanding of users' needs through observation and engagement to gain insights. Teams then work together to synthesize learnings and define the key issues to address. The process is iterative, testing ideas and getting feedback to develop better solutions. Design thinking provides optimism that positive change is possible through a creative approach.
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Hr exchange story telling -16 feb 12
1. “The shortest distance between two people is a story”
Terrence Gargiulo
Story Telling
Enabling Managers to
Engage the Organization
Mozer Fakhruddin
Principle Consultant
We are hardwired
to seek and make
sense of the
world through
narratives.
2. The Brain & Transformation
Self Directed Neuroplasticity
When one has insights the
Brain makes new chemical
connections on its own.
Pre Frontal Cortex (PFC)
The PFC is the short term
memory where new data is
processed. Very logical part
of the brain. 6 Sec behind
Amygdala
Orbital Frontal Cortex
(OFC)
Looks for “errors” or
things that don't match
what we are comfortable
& familiar with.
The explanation is hidden in 6 key chemical processes of
the brain which then determine how the MIND reacts.
Neurotransmitters
This happens at the
moment of Insight and
releases a strong pleasure
drug like endorphins.
Basal Ganglia
Habit part of the brain
keeping info on how things
are usually done . Very
comfortable to do things
using this part of the brain
Amygdala
This is the alarm bell which puts
the person on high alert & high
stress to “fight or flee”. It makes
emotion control your decisions.
3. Mozer Career : Microcosm
of the History of Obedience
Scientex
Instruction
1989
SONY
BP
Malaysia
Telling
Procedures
1991
1995
BP
Marine
BP HR
Carrot &
Stick
Humanism
1998
2002
Bumi
Armada
My
Talent
Complexity
2004
Energy
2009
4. Change Management
Resistance
RISK ANALYSIS.
Analyze & stop
objections
Confirmation
Bias
“Who am I” Build
trust
Intention
COMMUNICATI
ON
Tell people the
Answer
Why I am Here
Share what
WIIFM before
WIIFY
Attention
PROCESS
REENGINEERING
Study and tell
them the right
way
Engagement
HUMANISM
Listen
empathetically
to people so
they feel good.
Attention Density
Teaching/Values
/Vision Stories
Insight
TRAINING REFOCUS
Teach people
to do it the
right way
Teaching Values
– Own Insights
Neurotransmitt
ers
BEHAVIORISM
Dangle reward
& fire those
who are not up
to scratch
Attention Density
Autonomy
Mastery
Purpose
Action
Expectation
Shapes Reality
Appreciative
Inquiry
5. The Relevance of Gen Y
Obedience is
no longer
what it was!
Veterans
1925
Baby Boomers
1945
Gen X
1964
“This is what we You’re important
expect from you”
to our success”
“I am Loyal & to “You’re
valued
the company and here”
dedicated to my
work ”
“We need you”
“You are the boss “I
approve
and you tell me you”
what to do
of
Gen Y
1986
“Do it your waythere aren’t a lot
of rules here”
”You’ll be working
with other bright,
creative people”
“We want you to
have a life”
“We invest a lot in
training”
“We do not
believe in hands
on supervision”
“You and your coworkers can help
turn this company
around”
Millennium Gen
2000
Organisations now
depend more on
people who are
Complex,
unpredictable,
dynamic &
Resistant to
engineering
6. Change Management Process
1.0 Plan
Business
Case &
Vision for
change
Benefit
Realization &
Sustainable
Performance
Change Risk
Analysis
Change
Strategy
Global
Behavioral
Change
Management
Methodology
People
Transition
& Workforce
Effectiveness
Organizational
Integration
Change
Leadership
Plan
1.0
Assess
2.0
Design
3.0
Implement
4.0
Monitor
5.0
Introduction and Overview
BCM Model
Change Management Foundation
Approach
1. Plan
2. Assess
Triggers for BCM Services
Tools and Templates Overview
Stakeholder
Management
Involvement
Strategies
6
7. Change Management Foundation Approach
Phases, Objectives, Elements and Core Tools
The elements of the Change Management Foundation Methodology align with the five phases of the BPI approach as shown
below. Each element has associated tools that are applied to create the key deliverables in each phase. Communication is a
distinctive aspect of effective change management, and runs throughout the life cycle of the project.
Plan
Project phase
Assess
Assess organizational
risk and cultural readiness
to develop the
change strategy
Establish vision,
goals and desired
outcomes
Objective
Design
Develop change
interactions to address
key target groups affected
by the change
Implement
Support transition
to the new
environment
Monitor
Track benefits of
change and support
sustainability of
performance
Business Case and Vision for Change
Change Risk Analysis
Analysis
Elements
Change Leadership
Stakeholder Management
Engagement
Communication
•
Change
Management
Foundation
Tools
•
•
Business Case for
Change Framework
•
•
Stakeholder Analysis
Communications
Assessment
•
Change Risk Analysis
Stakeholder
Management
Framework
Additional tools available
in BCM methodology.
Additional tools available
in BCM methodology.
Additional tools available
in BCM methodology.
Communication
Strategy and Plan
7
8. Our methodology manages the organizational
risk to achieve lasting change…
Case
for change
Clear shared
vision
Guiding
architecture
Leader and
stakeholder
commitment
Effective
communication
Cultural
fit
Individual
and team
capability
Performance
measures
Lasting
change
No
action
No
direction
No role
Ownership
No
role models
No
knowledge
Not
lasting
No
willingness
No
reinforcement
Lasting
change
8
9. Human Reactions to Process
Humans are afflicted by what
psychologists call the confirmation
bias, which results in us digging in our
heels whenever someone tries to
convince us to change our minds with
sophisticated rationale.
9
10. The Power of Story Telling
The shortest distance between
two people is a story”
Terrence Gargiulo
Story Telling is a tool that leaders use
to connect with people and truly
engage them to an idea or situation.
They unleash a part of us that
PowerPoint slides and logic can never
reach. More so in the age of Gen-Y
where simply telling will get you
nowhere.
We all tell stories, some people just
better than others. This programme
teaches leaders how they can use a
method to structure and use stories
more powerfully.
11. Typical Transformation
Plans
Typical Transformation plans have has no place for authentic inquiry
into what people think or say.
Change
Leadership
Stakeholder
Management
Involvement
Strategies
The plan does not allow people to discover their own insights.
The language is built around how do I persuade you to agree with
what I am saying.
Engagement is thought to be about mitigating and
overcoming Change resistance. Consultants try
persuading people through a structured web of
interventions and wizardry to coax them to think, behave
and do things.
But people are more complex than that and very resistant to reengineering. They are not persuaded by such wizardry and often
fight back leading to a failed transformation. So how do we
transform?
12. Moment of Insights
When people solve a problem or get and
insights themselves, the brain releases a rush of
neurotransmitters which have the effect like
endorphins, it gives pleasure. At this point there
is a big burst of energy which can make physical
changes in the brain structure and by this
change our mental maps without alerting the
amygdala. Telling them or persuading them to
change their mental maps does not change the
connections in the brain and therefore does not
change their mind.
The secret to change someone’s mind and to
engage them is by creating moments of
insight which will in turn make physical
changes in the brain
13. When Do I use Stories
People’s stories are what you focus on.
What stories do you want them to tell?
Change the Culture by
Changing the stories that
are told
Make your story their story
Stories Create Faith
Storytelling
People are resistant to
engineering
My own insight, own conclusion
Listen to the Stories of
your organization
What stories are told in corridors?
14. Story Telling Applications
Collect stories to
gain Insights into
what is really the
Present.
Engage people, let
them believe and
answer to call to
arms
Collect
Stories
Tell
Stories
People’s individual
Stories give you an
assessment of their
preferred styles
Listen to
Stories
15. The Six Stories We Need To
Tell
Story
Topic
Why
Who am I
Emotional something that happened to you
People need to
know you
Something that you are passionate about
Why I am
here
Idea you want to implement that ties to something you are
passionate about
Tells people what you are trying to do and explains why
Vision
The future you see for your organization
Problematic situation and what you want to do about it
Teaching
How you “overcame” to be successful in something
Why a concept or idea is important
Values
Doing a difficult thing because it was the right thing to do
Demonstrates a value like patience or teamwork etc.
I know what
you are
thinking
Where you blew it and how you learnt your lesson in humility, etc.
A story which admits your weakness but also how you live with it
Show Honesty –Kill
Hidden Agenda
expectation
Transmit your
passion
Teach but let
people take their
own learning
Teach but let
people take their
own learning
Put the “elephant”
on the table and
deal with it
16. Making Purposeful
Transformations
• Lead with a clear Intent and attention towards the purpose you want to
achieve
• Teach methods to let people explore and solve problems themselves.
• Paint broad pictures of change required and let people come to their own
insights in terms of what it means.
• Use storytelling and sharing of experience as means to avoid pushing a new
idea to people
• Build a big purpose to rally people around rather than manipulate with
reward schemes.
• Build attention density by focusing on a few things that are key. Reinforce
that message in every way you can, through communication, process and
your actual behaviour & actions.
• Approach the people in a purposeful and positive way by building
expectation on what is the future reality that we are building. Don’t focus
on all the things that are wrong.
17. Story Telling Programme Structure
Premise – The focus of the programme will be to teach people managers to use
stories to paint a vision or strategic direction, share a lesson, convey values or
illustrate desired behaviours. Stories also have an ability to forge deeper connections
between people, so inspiring them to focus their attention and take action.
Concepts
1. I Introduction to “How to Craft
Stories” -6 Different Types
"Who I Am" stories
"Why I Am Here" stories
"The Vision" story
"Teaching" stories covering various
Teachable Points of View (TPOV)
"Values-In-Action" stories
"I Know What You Are Thinking"
stories
2. Conveying Emotion Effectively - emotion united with a strong
idea is persuasive. We remember what we feel. And our emotions
inspire us to take action.
3. Making Stories Concrete - the ability to transport us
imaginatively to a place where we can visualise the events being
recounted.
4. Making, Stories Memorable -we are up to 22 times more likely to
remember a story than a set of disconnected facts
5. Leveraging Stories as a Pull Strategy - unlike the push strategy
used when we argue in a more traditional way. Stories engage the
listener, pulling them into the story to participate in the conversation,
rather than telling them what to think.
7. Listening to Stories - How do you help the story teller to give you data and experiences , NOT opinions
Practicing Crafting Stories, Story Telling and listening to stories. Group
of 8 people allows facilitator to do one on one coaching and feedback.
18. Cost
DESIGN
The cost of design is a one time cost
and will not be incurred for repeat
programmes
DELIVERY
The cost of delivering the programme
includes the facilitator and the
presentation. The cost is per day or
any part of a day.
Waived
RM7,500
Post Training Engagement
We will engage participants after the
course via email and phone to gauge
absorption of knowledge and offer
support in any gaps.
COACHING
We offer one to one coaching on
demand. This arrangement is based on
a nominal retainer fee for every 12
hours a month as an estimate but we
would respond as needed regardless of
the time.
Cost to be discussed
RM5,000
Editor's Notes
More instructions, what feedback would you give, the audiance must be engaged. What was interesting about the content. Use the words listenning for.First. Define stories to make the exercise more smartMake one slide with explaination Add more visuals (logo’s)