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The document discusses key points from a presentation at ICMI 2012 on motivational interviewing (MI). It touches on the relational, technical, and strategic components of MI and questions the relative importance of each. It also questions the evidence for MI training's effects on trainees and clients in real-world settings, as well as whether past times without standards to live up to were better for MI.
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The Changing Face of TechComm and the Society for Technical Communication
The technical communication landscape is changing rapidly. New tools,
techniques, expectations and opportunities are making it necessary to
expand the definition of what a technical communicator does and the
Society for Technical Communication is at the forefront of
communicating these changes to government and industry. Susan Burton,
Executive Director of the Society of Technical Communication (STC)
will discuss efforts to broaden the definition used by the U.S.
government Bureau of Labor Statistics to describe technical
communicators and the work they do. She
Final slides venice 6 2012 rev
The document discusses the speaker's journey with motivational interviewing (MI) and new applications of MI. It outlines how MI can be applied to disorders like anxiety, PTSD, depression, and more. It also describes how MI serves as an integrative framework for other therapies by returning humanistic values like empathy. Finally, it discusses teaching MI to non-professionals to improve relationships.
2010 icmi presenation apodaca june6
The document summarizes research on the mechanisms of change and active ingredients of motivational interviewing. Key findings include:
1) Therapist use of MI-consistent behaviors and client change talk are robust predictors of positive treatment outcomes.
2) The presence of a supportive significant other can increase client change talk within motivational interviewing sessions.
3) Multiple mediators, including readiness to change, experience of discrepancy, self-efficacy, and treatment seeking, help explain how motivational interviewing leads to reduced substance use.
Search Marketing
This document provides an overview of search marketing and how consumers use search engines. It discusses how the majority of UK internet users rely on search engines as their primary means of finding websites. Both paid search advertising and organic search engine optimization are important for businesses to achieve visibility and be found by consumers performing searches. It also outlines best practices for setting up and optimizing paid search and SEO campaigns.
Cronica asamblea zona madre de la santa esperanza prov scor 18 21 01 2016
La I Asamblea de la Zona Bolivariana, ahora llamada Zona MADRE DE LA SANTA ESPERANZA, reunió a 35 religiosos pasionistas de Ecuador, Colombia, Panamá, Venezuela y la Curia Provincial durante 4 días en la Casa de Retiros de Santa Cruz en Medellín para analizar la realidad de las 14 comunidades de la zona y elaborar un proyecto de evangelización, a pesar de la escasez de agua debido a la sequía.
24 formacion permanente scor octubre 2015
Este documento resume las ideas principales de un encuentro de religiosos jóvenes que tuvo lugar en Roma del 16 al 19 de septiembre. El encuentro buscó inspirar a los participantes a vivir sus vocaciones de forma valiente y comprometida, llevando la luz del Evangelio al mundo. Abordó temas como la renovación de las comunidades religiosas, la importancia de la fraternidad y la misión, y los desafíos de la juventud y los cambios culturales en la actualidad.
How To Develop Value Propositions, for CIOs
CIO Business Innovation Series. Paul DiModica, author of the book “Sell Technology: Technology Sales Is a Premeditated Sport”, talks about technology salesmen:
Q: What are the top mistakes people make when selling technology? Well, first of all, most of them come to sell instead of listen. They're not prepared, and they tend to shoot from the hip. Secondly, they don't know what they're selling.
Q: They don't understand their product? No, it's deeper than that. They don't understand the value of what they're selling and, consequently, can't explain its value. And thirdly, they sell technology instead of a solution.
If your IT leadership team is having the same problems, then you are not alone.
Learn how to solve the problem.
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The Changing Face of TechComm and the Society for Technical Communication
The technical communication landscape is changing rapidly. New tools,
techniques, expectations and opportunities are making it necessary to
expand the definition of what a technical communicator does and the
Society for Technical Communication is at the forefront of
communicating these changes to government and industry. Susan Burton,
Executive Director of the Society of Technical Communication (STC)
will discuss efforts to broaden the definition used by the U.S.
government Bureau of Labor Statistics to describe technical
communicators and the work they do. She
Final slides venice 6 2012 rev
The document discusses the speaker's journey with motivational interviewing (MI) and new applications of MI. It outlines how MI can be applied to disorders like anxiety, PTSD, depression, and more. It also describes how MI serves as an integrative framework for other therapies by returning humanistic values like empathy. Finally, it discusses teaching MI to non-professionals to improve relationships.
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The document summarizes research on the mechanisms of change and active ingredients of motivational interviewing. Key findings include:
1) Therapist use of MI-consistent behaviors and client change talk are robust predictors of positive treatment outcomes.
2) The presence of a supportive significant other can increase client change talk within motivational interviewing sessions.
3) Multiple mediators, including readiness to change, experience of discrepancy, self-efficacy, and treatment seeking, help explain how motivational interviewing leads to reduced substance use.
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This document provides an overview of search marketing and how consumers use search engines. It discusses how the majority of UK internet users rely on search engines as their primary means of finding websites. Both paid search advertising and organic search engine optimization are important for businesses to achieve visibility and be found by consumers performing searches. It also outlines best practices for setting up and optimizing paid search and SEO campaigns.
Cronica asamblea zona madre de la santa esperanza prov scor 18 21 01 2016
La I Asamblea de la Zona Bolivariana, ahora llamada Zona MADRE DE LA SANTA ESPERANZA, reunió a 35 religiosos pasionistas de Ecuador, Colombia, Panamá, Venezuela y la Curia Provincial durante 4 días en la Casa de Retiros de Santa Cruz en Medellín para analizar la realidad de las 14 comunidades de la zona y elaborar un proyecto de evangelización, a pesar de la escasez de agua debido a la sequía.
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Este documento resume las ideas principales de un encuentro de religiosos jóvenes que tuvo lugar en Roma del 16 al 19 de septiembre. El encuentro buscó inspirar a los participantes a vivir sus vocaciones de forma valiente y comprometida, llevando la luz del Evangelio al mundo. Abordó temas como la renovación de las comunidades religiosas, la importancia de la fraternidad y la misión, y los desafíos de la juventud y los cambios culturales en la actualidad.
How To Develop Value Propositions, for CIOs
CIO Business Innovation Series. Paul DiModica, author of the book “Sell Technology: Technology Sales Is a Premeditated Sport”, talks about technology salesmen:
Q: What are the top mistakes people make when selling technology? Well, first of all, most of them come to sell instead of listen. They're not prepared, and they tend to shoot from the hip. Secondly, they don't know what they're selling.
Q: They don't understand their product? No, it's deeper than that. They don't understand the value of what they're selling and, consequently, can't explain its value. And thirdly, they sell technology instead of a solution.
If your IT leadership team is having the same problems, then you are not alone.
Learn how to solve the problem.
Features and key processes in knowledge intensive firms
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The document discusses features of knowledge intensive firms (KIFs). It defines KIFs as firms where most work is intellectual in nature and employees are highly educated. Key characteristics include relying on intellectual capital rather than physical capital, and applying expertise to solve complex problems. The document describes the HR practices of a typical KIF, noting they emphasize informal learning and knowledge sharing across projects. Recruitment focuses on cultural fit, and development involves cross-project rotation to broaden skills and share knowledge throughout the organization.IT Alignment Is Not Enough
The document discusses how to better integrate business and information technology. It argues that IT needs to be integrated into the core business strategy and operations, not treated as an afterthought. The author provides examples from their experience of embedding senior IT leaders directly into business units so they understand the business goals and can help identify technology solutions. The document then outlines four steps to achieve better integration: 1) Open communication between IT and operational groups, 2) Understanding business needs, 3) Validating IT plans with senior management, and 4) Conducting periodic surveys for feedback. The overall message is that IT must think, act and function like business executives to truly support business objectives.
Below is the information on Discussion question 2Reference McKee.docx
Below is the information on Discussion question 2
Reference McKeen, J. D., & Smith, H. A. (2015). IT strategy: Issues and practices (3rd ed.). Pearson
In many ways the qualities that make a good IT leader resemble those that make any other good leader. These can be divided into two general categories: 1. Personal mastery. These qualities embody the collection of behaviors that determine how an individual approaches different work and personal situations. They include a variety of “soft” skills, such as self-knowledge, awareness of individual approaches to work, and other personality traits. Most IT organizations include some form of personal mastery assessment and development as part of their management training programs. Understanding how one relates to others, how they respond to you, and how to adapt personal behaviors appropriately to different situations is a fundamental part of good leadership. One company’s internal leadership document states, “Leaders must exercise self-awareness, monitor their impact on others, be receptive to feedback, and adjust to that feedback.” “The higher up you get in IT, the greater the need for soft skills,” claimed one member. Another noted the positive impact of this type of skills development: “It’s quite evident who has been on our management development program by their behaviors.” An increasingly important component of this quality for IT staff is personal integrity— that is, the willingness to do what you say you are going to do—both within IT and with external parties such as users and vendors. 2. Leadership skill mastery. These qualities include the general leadership skills expected of all leaders in organizations today, such as motivation, team building, collaboration, communication, risk assessment, problem solving, coaching, and mentoring. These are skills that can be both taught and modeled by current leaders and are a necessary, but not sufficient, component of good IT leadership (Bouley 2006). However, good IT leaders are required to have a further set of skills that could be collectively called “strategic vision” if they are going to provide the direction and deliver the impact that organizations are expecting from IT. Because this is a “soft skill,” there is no firm definition of this quality, but several components that help to develop this quality at all levels in IT can be identified, including the following:
• Business understanding. It should go without saying that for an IT leader to have strategic vision, he or she should have a solid understanding of the organization’s current operations and future direction. This is well accepted in IT today, although few IT organizations have formal programs to develop this understanding. Most IT staff are expected to pick it up as they go along, mostly at the functional business process level. This may be adequate at junior levels, but being able to apply strategic vision to a task also involves a much broader understanding of the larger competi.
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RITE enhances economic vitality in Northeast Ohio by addressing the IT talent gap. The semi-annual talent bulletin documents insights from employer discussions on challenges and potential solutions. Employers identified a lack of qualified mid-level developers and entry-level talent as key issues. Potential solutions discussed include expanding paid internships and partnerships with bootcamps to develop skills in high-demand roles.
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Course Code : MS-94
Course Title: Technology Management
Assignment No.: MS-94/TMA/SEM-II/2020
1. What is the role of technology in any business unit? How does technology help in designing the business strategies of a firm? Illustrate your answer with the help of an example.
2. Discuss with the help of examples the importance of generation, up gradation and improvement of technology.
3. What are the benefits that an organization can have from effective absorption of imported technology? Explain giving examples.
4. What do you understand by ‘linkages’? What is the role of ‘linkages’ in an organization having Technology Management Group? Discuss.
5. What are the various information sources through which the technology information can be procured? Discuss the merits and demerits of any two of the information sources.
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Competition Report Grading GuideTMGT 550 Version 61Individ.docx
Competition Report Grading Guide
TMGT 550 Version 6
1
Individual Assignment: Competition Report
Purpose of Assignment
The purpose of this assignment is to define the competitive environment in the marketplace both domestically and internationally for Bedford Con Industries.
Resources Required
Trust and Partnership, Ch. 13
The Quest for Global Dominance, Ch. 7
Grading Guide
Content
Met
Partially Met
Not Met
Comments:
The student researches the domestic and international marketplace for potential competitors.
The student analyzes the competitor, their size, and their international work.
The student assesses competitor products.
The student provides a recommendation for how Bedford Con Industries can compete with the Real-Time product.
The paper is 525 to 1,050 words in length.
Total Available
Total Earned
7
#/7
Writing Guidelines
Met
Partially Met
Not Met
Comments:
The paper—including tables and graphs, headings, title page, and reference page—is consistent with APA formatting guidelines and meets course-level requirements.
Intellectual property is recognized with in-text citations and a reference page.
Paragraph and sentence transitions are present, logical, and maintain the flow throughout the paper.
Sentences are complete, clear, and concise.
Rules of grammar and usage are followed including spelling and punctuation.
Total Available
Total Earned
3
#/3
Assignment Total
#
10
#/10
Additional comments:
Copyright © 2016 by University of Phoenix. All rights reserved.
Page 1 of 39
Chapter 13
Tactical Enterprise IT Capabilities and Competencies
The Enterprise IT Capabilities to Deliver Value with
Information and IT
We defined Strategic IT Management as an application of strategic management
principles. Among the definitions introduced in Chapter 1 is “marshaling all relevant
enterprise resources to achieve success in enterprise strategies.” Marshaling all
relevant enterprise resources is the foundation of the three tactical enterprise IT
capabilities (Exhibit 13.1). These focus on:
▪ Information & Intelligence: The information and analytical resources in business
and IT
▪ Service & Resource Optimization: The process, service, and technical resources
throughout all IT in the enterprise
▪ Development & Transformation: The enterprise's total developmental resources,
ranging from business process change through technical development and
implementation
Page 2 of 39
Exhibit 13.1 Tactical Enterprise IT Capabilities
The challenges in the three areas are the same. In particular, the scope of the resources
in each is larger than traditional IT-related processes normally consider. For example,
the information resources are spread throughout the enterprise and beyond, to
customers and supply chain and the economic environment. The developmental
resources include traditional software development methods but also embrace culture,
process, .
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2) Key aspects of alignment include agreement, cooperation, and coordination between business and IT leaders on priorities, strategies, tactics, and plans given finite resources.
3) The paper defines alignment as the periodic cooperation between business and IT executives to determine priorities and reach agreements on projects and service levels that best support business objectives within set budgets.
Business innovation and transformation with IT
As a cure for the poor results of business innovation in which IT plays an important role, this article presents IBAFrame. IBAFrame stands for the IT Benefits Accelerator Framework. IBAFrame ensures, if applied properly, that innovations in which IT plays an important role, will have better results and an improved use of the IT possibilities. IBAFrame combines knowledge and insights from the professional fields project management, change management and IT auditing.
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The New Drivers of Recruiting and How Technology Should Enable Them
1. The document summarizes a webinar about the new drivers of recruiting and how technology should enable them. It provides instructions on joining the webinar via phone or computer.
2. The webinar will discuss how talent management strategies and technologies are evolving to focus on engagement, retention, and productivity.
3. Polling and Q&A functions will be available for webinar participants. Recordings and slides will be provided after the event.
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- Business architecture is broader than just providing inputs to enterprise architecture. It involves designing the future state of the entire organization to achieve business goals.
- An agreed upon meta model can integrate various business architecture perspectives by establishing a common vocabulary and conceptual model. Populating models that conform to the meta model allows analysis from different viewpoints.
- Different representations and visualizations of the models are needed for various stakeholders. Dynamic methods can generate customized project plans by selecting required products, tasks, and resources from a method model.
Friday Solutions Ltd, ITSMFnz2014 Great Expectations
The document discusses the expectations organizations have for IT service management (ITSM) projects. At a strategic level, key expectations include business alignment, adding business value, bringing technology thought leadership, and having an outcome orientation. Operationally, expectations are highest and include improved customer service, asset management, and greater resilience. Users expect the ITSM project to reduce their stress, burnout, and turnaround, while being pragmatic and quick. The document emphasizes that people must be the focus of any ITSM project in order to meet expectations, and that change management and leadership are critical to achieving sustainable change.
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The document discusses the steps of evidence-based practice (EBP) and formulating focused clinical questions using the PICOC framework. It provides an example where a healthcare organization is merging with a smaller organization and the board wants to know if cultural differences could impact a successful integration. Working through the PICOC framework, the document arrives at a focused question considering the population (back office employees), intervention (merger and back office integration), comparison (status quo), outcomes (economy of scale), and context (healthcare, different cultures, unequal sizes).
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IT Alignment Is Not Enough
The document discusses how to better integrate business and information technology. It argues that IT needs to be integrated into the core business strategy and operations, not treated as an afterthought. The author provides examples from their experience of embedding senior IT leaders directly into business units so they understand the business goals and can help identify technology solutions. The document then outlines four steps to achieve better integration: 1) Open communication between IT and operational groups, 2) Understanding business needs, 3) Validating IT plans with senior management, and 4) Conducting periodic surveys for feedback. The overall message is that IT must think, act and function like business executives to truly support business objectives.
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Reference McKeen, J. D., & Smith, H. A. (2015). IT strategy: Issues and practices (3rd ed.). Pearson
In many ways the qualities that make a good IT leader resemble those that make any other good leader. These can be divided into two general categories: 1. Personal mastery. These qualities embody the collection of behaviors that determine how an individual approaches different work and personal situations. They include a variety of “soft” skills, such as self-knowledge, awareness of individual approaches to work, and other personality traits. Most IT organizations include some form of personal mastery assessment and development as part of their management training programs. Understanding how one relates to others, how they respond to you, and how to adapt personal behaviors appropriately to different situations is a fundamental part of good leadership. One company’s internal leadership document states, “Leaders must exercise self-awareness, monitor their impact on others, be receptive to feedback, and adjust to that feedback.” “The higher up you get in IT, the greater the need for soft skills,” claimed one member. Another noted the positive impact of this type of skills development: “It’s quite evident who has been on our management development program by their behaviors.” An increasingly important component of this quality for IT staff is personal integrity— that is, the willingness to do what you say you are going to do—both within IT and with external parties such as users and vendors. 2. Leadership skill mastery. These qualities include the general leadership skills expected of all leaders in organizations today, such as motivation, team building, collaboration, communication, risk assessment, problem solving, coaching, and mentoring. These are skills that can be both taught and modeled by current leaders and are a necessary, but not sufficient, component of good IT leadership (Bouley 2006). However, good IT leaders are required to have a further set of skills that could be collectively called “strategic vision” if they are going to provide the direction and deliver the impact that organizations are expecting from IT. Because this is a “soft skill,” there is no firm definition of this quality, but several components that help to develop this quality at all levels in IT can be identified, including the following:
• Business understanding. It should go without saying that for an IT leader to have strategic vision, he or she should have a solid understanding of the organization’s current operations and future direction. This is well accepted in IT today, although few IT organizations have formal programs to develop this understanding. Most IT staff are expected to pick it up as they go along, mostly at the functional business process level. This may be adequate at junior levels, but being able to apply strategic vision to a task also involves a much broader understanding of the larger competi.
Rite talent bulletin
RITE enhances economic vitality in Northeast Ohio by addressing the IT talent gap. The semi-annual talent bulletin documents insights from employer discussions on challenges and potential solutions. Employers identified a lack of qualified mid-level developers and entry-level talent as key issues. Potential solutions discussed include expanding paid internships and partnerships with bootcamps to develop skills in high-demand roles.
Rite talent bulletin as of 3.12.18
RITE enhances economic vitality in Northeast Ohio by addressing the IT talent gap. The semi-annual talent bulletin documents insights from employer discussions on challenges and potential solutions. Employers identified a lack of qualified mid-level developers and entry-level talent as key issues. Potential solutions discussed include expanding paid internships and partnerships with bootcamps to develop skills in high-demand roles.
IT Manager 2.0 Workshop at Enterprise 2.0
The document outlines five key issues facing IT managers in taking on the role of IT Manager 2.0: (1) adopting new tools that may fundamentally change how IT is managed; (2) shifting from vendors to utilities with IT being provided externally; (3) addressing security challenges with more distributed systems; (4) ensuring business and IT alignment in a changing landscape; and (5) focusing time and efforts on strategic contributions like innovation, planning and business partnerships. The presentation discusses each issue and asks attendees to reflect on how these changes impact their organizations and personal strategies.
CIO Academic Forum Feedback 2008
The document discusses skills development, internship programs, and defining an IT professional. Some key points discussed include:
- There are differences between academic and industry perspectives on internships and expectations. Internship length is typically 3-6 months to enable companies to achieve returns and interns to acquire skills.
- Remuneration for interns is debated, as payment could incentivize earnings over learning. Expenses should be covered and an allowance provided.
- Universities are not always actively involved in recruitment but could play a larger role in profiling and marketing students to companies.
- Defining an IT professional as a problem solver who addresses both technical and business problems at a strategic level. Specialization is
IGNOU MS-94 Solved Assignment technology management july dec 2020
Course Code : MS-94
Course Title: Technology Management
Assignment No.: MS-94/TMA/SEM-II/2020
1. What is the role of technology in any business unit? How does technology help in designing the business strategies of a firm? Illustrate your answer with the help of an example.
2. Discuss with the help of examples the importance of generation, up gradation and improvement of technology.
3. What are the benefits that an organization can have from effective absorption of imported technology? Explain giving examples.
4. What do you understand by ‘linkages’? What is the role of ‘linkages’ in an organization having Technology Management Group? Discuss.
5. What are the various information sources through which the technology information can be procured? Discuss the merits and demerits of any two of the information sources.
Marketing Automation: A Process Perspective
The document is a presentation about marketing automation from Green Hat. It discusses the challenges in the B2B marketing landscape and how automation can help by moving from mass to personalized marketing. It then outlines a six step process framework called 3C3P for best practice automation, including understanding contacts, communications, content mapping, process flows, performance metrics, and platform selection. The presentation concludes with lessons learned and a case study example.
Competition Report Grading GuideTMGT 550 Version 61Individ.docx
Competition Report Grading Guide
TMGT 550 Version 6
1
Individual Assignment: Competition Report
Purpose of Assignment
The purpose of this assignment is to define the competitive environment in the marketplace both domestically and internationally for Bedford Con Industries.
Resources Required
Trust and Partnership, Ch. 13
The Quest for Global Dominance, Ch. 7
Grading Guide
Content
Met
Partially Met
Not Met
Comments:
The student researches the domestic and international marketplace for potential competitors.
The student analyzes the competitor, their size, and their international work.
The student assesses competitor products.
The student provides a recommendation for how Bedford Con Industries can compete with the Real-Time product.
The paper is 525 to 1,050 words in length.
Total Available
Total Earned
7
#/7
Writing Guidelines
Met
Partially Met
Not Met
Comments:
The paper—including tables and graphs, headings, title page, and reference page—is consistent with APA formatting guidelines and meets course-level requirements.
Intellectual property is recognized with in-text citations and a reference page.
Paragraph and sentence transitions are present, logical, and maintain the flow throughout the paper.
Sentences are complete, clear, and concise.
Rules of grammar and usage are followed including spelling and punctuation.
Total Available
Total Earned
3
#/3
Assignment Total
#
10
#/10
Additional comments:
Copyright © 2016 by University of Phoenix. All rights reserved.
Page 1 of 39
Chapter 13
Tactical Enterprise IT Capabilities and Competencies
The Enterprise IT Capabilities to Deliver Value with
Information and IT
We defined Strategic IT Management as an application of strategic management
principles. Among the definitions introduced in Chapter 1 is “marshaling all relevant
enterprise resources to achieve success in enterprise strategies.” Marshaling all
relevant enterprise resources is the foundation of the three tactical enterprise IT
capabilities (Exhibit 13.1). These focus on:
▪ Information & Intelligence: The information and analytical resources in business
and IT
▪ Service & Resource Optimization: The process, service, and technical resources
throughout all IT in the enterprise
▪ Development & Transformation: The enterprise's total developmental resources,
ranging from business process change through technical development and
implementation
Page 2 of 39
Exhibit 13.1 Tactical Enterprise IT Capabilities
The challenges in the three areas are the same. In particular, the scope of the resources
in each is larger than traditional IT-related processes normally consider. For example,
the information resources are spread throughout the enterprise and beyond, to
customers and supply chain and the economic environment. The developmental
resources include traditional software development methods but also embrace culture,
process, .
White Paper ITBA Part I Palomino
1) IT business alignment has long been a top issue but definitions have been vague and difficult to measure. This white paper aims to provide a clear and measurable definition.
2) Key aspects of alignment include agreement, cooperation, and coordination between business and IT leaders on priorities, strategies, tactics, and plans given finite resources.
3) The paper defines alignment as the periodic cooperation between business and IT executives to determine priorities and reach agreements on projects and service levels that best support business objectives within set budgets.
Business innovation and transformation with IT
As a cure for the poor results of business innovation in which IT plays an important role, this article presents IBAFrame. IBAFrame stands for the IT Benefits Accelerator Framework. IBAFrame ensures, if applied properly, that innovations in which IT plays an important role, will have better results and an improved use of the IT possibilities. IBAFrame combines knowledge and insights from the professional fields project management, change management and IT auditing.
Leadership | Technology | Client Experience (CX) Presentation Topics by Vicki...
I have the great fortune of helping clients to hone their leadership skills to be the best versions of themselves. There is likely to be something relevant to a variety of professionals ranging from CIOs, Office of the CIO, CEO, CFO, Organizational Change Management (OCM) leaders, Digital Strategists, Change Agents, Customer Success leaders, and anyone looking to amplify leadership strengths in their organization.
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Icmi discussant presentation
The document shows graphs comparing estimated time spent in minutes for assessments and motivational interviewing/motivational enhancement therapy (MI/MET) sessions over multiple time periods for three clinical trials (CTN 004, CTN 005, and CTN 013) testing MI interventions for various health behaviors. The graphs indicate that time spent on assessments was generally higher than time spent on MI/MET sessions at most time periods measured across the three trials.
Presentation paolo tranchina teodori icmi venezia 2012
The document outlines the history of psychiatric reform in Italy, known as Law 180 or the Basaglia Law of 1978. It discusses the socio-political context leading up to the law, including the resistance movement against fascism, workers' rights campaigns, and student protests of 1968. The law aimed to eliminate psychiatric hospitals and establish community-based mental health services. It was influenced by phenomenology and the therapeutic community model. The reform emphasized patients' dignity, starting treatment with the most severe cases, and involving patients, families, and communities in care. The document also describes how art created by psychiatric patients came to be marketed publicly rather than used solely for therapy.
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This document provides an overview of Italy and Italians through various topics:
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Bill miller icmi 2012 plenary
MET vs TAU in 4 large multisite RCTs found:
1) No main effect on retention or substance use for outpatient treatment.
2) One study found a small effect on early retention but not substance use.
3) Studies of pregnant drug users and Spanish speakers also found no main effects of MET vs TAU.
The findings suggest MET may not produce meaningful improvements over TAU in typical substance abuse treatment settings based on these high quality trials.
Icmi discussant presentation trimmed
The document shows graphs comparing estimated time spent in minutes for assessments and motivational interviewing/motivational enhancement therapy (MI/MET) sessions over multiple time periods for three clinical trials involving behavioral counseling for obesity or weight management. CTN 004 involved 3 MI/MET sessions versus treatment as usual, CTN 005 compared MI to usual intake, and CTN 013 looked at 3 MI/MET sessions versus treatment as usual for pregnant women. The graphs indicate that time spent on assessments was generally greater than time spent in MI/MET sessions according to the estimated minutes across each trial period.
Icmi plenary moyers av
1) Therapist empathy and interpersonal skills have a significant impact on client outcomes, accounting for up to 15% of the variance in some studies.
2) Training studies show that baseline empathy can predict future counseling performance, even after standardized MI training. Those with higher baseline empathy had better outcomes.
3) Selecting and training counselors based on relational and empathy skills may be important for effective dissemination and implementation of MI and other psychosocial treatments.
Saitz icmi discussion of spectacular failures2
Richard Saitz discussed several potential reasons for the spectacular failures seen with motivational interviewing (MI) in some studies and clinical settings. In 3 sentences: MI may fail due to unclear outcomes being measured, effects of assessment on self-reported outcomes, poor fidelity of MI implementation in real-world settings, treating patients of varying severity levels where MI may not be enough, and implementing MI in contexts like emergency departments or trauma centers where expectations differ from primary care settings aimed at prevention. Saitz reviewed evidence on these potential factors from multiple studies to explain when and why MI has not shown effects in some trials and clinical situations.
Apodaca thoughts about moyers
- Motivational interviewing is reaching its peak dissemination but questions remain about how to screen for and train empathy, which is difficult to measure.
- While empathy training can improve outcomes, it is unclear if empathy is the most important clinician factor or if some clinicians are simply born with strong relational skills.
- Effective measurement of empathy is still challenging as inter-rater reliability on global empathy ratings remains low.
Resnicow2012icmiplenary
This document discusses concepts related to motivational interviewing (MI) including complexity, chaos theory, and self-regulation as a limited resource. It notes that MI may not be the preferred method in all situations, such as when clients are fully motivated or prefer a more directive style. The document also suggests incorporating concepts like sudden/unplanned change, autonomy preferences, and moving from a focus on "why" to change to "how" to change into MI.
Icmiplenary1a
This document discusses motivational interviewing (MI) as a complex intervention and proposes applying a complex interventions perspective to better understand MI. It suggests that thinking of MI as a complex intervention and using systematic reviews and studies of heterogeneity can help address the large variability seen in MI's effectiveness between studies. The document provides some examples of meta-analyses looking at whether certain factors like medical setting, provider training, or measurement type moderate MI outcomes. It argues that more systematic reviews and methods are needed to better understand MI when implemented in real-world settings.
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The document discusses reflections from attending the ICMI3 conference on motivational interviewing. Some key points:
1) The conference explored the theory and practice of motivational interviewing, how to measure its effects, and how to best train clinicians to deliver it.
2) Studies presented showed motivational interviewing can be effective, for example reducing diabetes, vascular disease, and deaths, but more research is still needed, especially on measuring treatment fidelity.
3) Adopting healthy behaviors like not smoking, maintaining a healthy weight, diet, exercise and alcohol intake was associated with significant reductions in health issues over 30 years in one study.
4) Motivational interviewing shows promise for
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The document summarizes several systematic reviews and studies on the use of motivational interviewing (MI) with offenders and clients in treatment for personality disorders. The reviews found that MI is effective at:
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Icmi2012
- 1. ICMI 2012 why & how MI works – what strikes me after Terri Moyers’ presentation ? Tom Barth
- 2. relational component vs. technical component relative importance ….? plus a strategic component ? (getting the clients’ nose pointing in the right direction before we ask the open question: “What do you think ?”) Partly dependent on MI-competence (f.ex. exploring ambivalence) Partly dependent on issue-specific competence (where is change talk to be found ?)
- 3. relational component vs. technical component plus a strategic component ? motivational processes engaging focusing evoking
- 4. Evidenced based ? Increase in demand for training But the effect of MI-training ?? - on trainees ? - on different kinds of trainees – (ex voluntary) - on clients/users/receivers, and in a natural setting ?
- 5. - Perhaps the old times were better, when we had nothing to live up to….?