Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
Building a thriving leadership incubatorChris Jansen
Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
Building a thriving leadership incubatorChris Jansen
Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
Leading in these tough times is not easy. What worked in the past doesn't help us. New capabilities can enable leaders to work with increasingly unpredictable conditions with confidence.
Learning to draw on multiple perspectives helps us solve complex and complicated problems.
It comes down to developing relationships, optimizing interactions and outcomes. How we talk can expand our leadership in positive ways.
2013 EARCOS #1 Designing a change initiative: Leveraging the cynefin frameworkChris Jansen
Workshop #1 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
Leading in these tough times is not easy. What worked in the past doesn't help us. New capabilities can enable leaders to work with increasingly unpredictable conditions with confidence.
Learning to draw on multiple perspectives helps us solve complex and complicated problems.
It comes down to developing relationships, optimizing interactions and outcomes. How we talk can expand our leadership in positive ways.
2013 EARCOS #1 Designing a change initiative: Leveraging the cynefin frameworkChris Jansen
Workshop #1 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Discussion of the importance of effective leadership and administrative guidance to the delivery of quality clinical services. Learn tools to implement key elements of effective leadership: Decision Making, Communication, Motivating Others
Leading questions: Leading Answers: Sue Leather & Andy Hockley IATEFL 2013Sue Leather
What qualities and skills do educational leaders need? How can these skills best be developed online? This interactive presentation looks at the development of an online course in leadership and teamwork for project managers and other leaders. It analyses the decisions we took in identifying the key competences, in devising a teaching/learning approach, and in combining the two.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
Presentation giving during BLUG Conference at Antwerp 23 -3-2012
"Company regulation versus personal individuality, how do you get your employees to be responsible partners in a Social Business and how do you weigh freedom versus restriction? The whole Social Business idea is based on the idea of each individual having an intrinsic value to the organization that isn't necessarily linked to its role within the organization alone. This begs the question of how to tap this resource without losing control and how to implement and regulate the changes that are going to be needed. How much of this can you regulate (top-down) and how much do you allow to evolve (bottom-up)? Setting up predefined structures and communities (pushing) versus allowing users to instigate the community building, allowing free input and self-empowerment (pulling).
This session will highlight the difficulties and choices a company will face while making the transition into a Social Business and offer ideas and guidelines on how to do so."
Leader or Loser? A new leader has a different approach towards success.LMI-India
This presentation gives us the Idea about what traits a leader should have and without these traits a loser come into existence.
The new leader of advanced world.
Abstract: Public Lecture Da Vinci
Dr Rica Viljoen
The theory that will underpin the public lecture deals with the complex problem of how individuals, groups, organisations and societies handle changing life conditions. Thinking systems in people, organisations and society help us to understand the adaptive capability of changing environmental conditions. These conditions in the environment study the following:
• Worldview: messaging and pattern recognition
• Degree of complexity: exiting or emerging codes of thinking
• Command and control: the inherent flexibility
• Organising Principles: the intensity of the condition
• Elaborating stream implications: the view and implications of the past, present and future time line
• Potential: the functionality or health of the ecology
Insights gained from a meta-study on leadership will be presented. These insights lead to the publication of the book Organisational Change and Development. Multi-cultural research conducted in 42 different countries, with more than 100 000 participants, will be shared. These ethnographical insights will be interwoven with the Interesting findings from various Da Vinci PhD-studies to present a rich narrative on the human condition. The purpose of the lecture is to uniquely offers the application of diversity of thought and contexual understanding in various geo-political, industry domains organisational spaces.
The stories that will be shared, was lived by leaders in multi-cultural settings. The organisational and societal development interventions that will be described, was facilitated by Rica and/or her co-researchers. One such case will deal with the successful implementation of co-determination – a unique way of partnering between workers, management and trade unions in an effort to optimise stakeholder relationships and conduct sustainable business in South Africa and other emerging economies. An effort will be made to present enough rich narratives for the participant to be triggered, inspired and even moved to action to make the world a better place for all.
The following books will be available after the lecture:
• Organisational Change and Development (Viljoen, 2015)
• Employee Engagement in a South African Context (Nienaber and Martins, 2016)
• Organisational Diagnostics (Martins, Martins and Viljoen, 2017)
Similar to Chris Jansen (www.Ideacreation.org) - "Leading and Managing: People, Culture and Vision" (20)
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
6. The Roles of a Manager
Vision
Meaningful Contribution Plan
Values Organise
Engage and develop Control
people Administer systems
Create context Critique
Create Order
Leadership Management
(Vision & people driven) (Systems, process driven)
Commitment, Stability, Efficiency
Change & Hi- Professional
Performance (Teaching role)
Cammock (2001) The
Dance of Leadership
10. Engagement leads to peak performance
Sample culture survey:
Rate each question from 1 (low) to 5 (high)
Add up total out of 25
1) I really care about the future of my organisation
2) I am proud to tell others that I work for this organisation
3) My organisation inspires me to do my best
4) I would recommend my organisation to a friend as a good place to work
5) I am willing to put in a great deal of effort and time beyond what is
normally expected
10
11. 1) Proactive mentoring
“employee first – customer second”
Anand Pillai
Recognise and value people
•Strong belief in people
•Prioritize them and take the time
•Creating space to empower people
•Notice, listen, appreciate
•Enlarge their self belief
•Recognise their strengths and passions
Develop people
•They leave in better shape than when
they arrived
•Create support structures to meet needs
•Make opportunities available
•Support initiative and boundary pushing
•Note achievements
12. Who are you actively
developing and looking
out for?
Who is looking out for
you?
13. 2) Foster interaction and shared learning
“It is no longer sufficient to have one
“a healthy organisation is one in person learning for the
which all participants have a voice” organisation... Its just not
(Peck ,1988). possible any longer to figure it out
from the top, and have everyone
else following the order of the „grand
Develop culture strategist‟. (Senge , 2002)
•Creating open environments
•Fostering high trust
•Build positive relationships
•Restorative environment
•Compliment each other‟s strengths
Foster learning
•Role model a learning attitude
•Opportunities to dialogue and build networks
•Listening to leverage collective intelligence
•Redesign social architecture
•Take time to consult, get buy in and find the best solution
•Generate feedback
14. Who has a voice in our
organisation?
What mechanisms can we
create to foster interaction
and shared learning?
15. 3) Share power and decentralise control
Share leadership
•We are all leaders
•Break down hierarchy
•Share responsibility and accountability –
bit by bit …
•Create ownership and empowerment
•Delegate and let go
•Foster interdependance
•Master the process – not the content
“Traditional organisations require management systems that control peoples
behaviour, learning organisations invest in improving the quality of thinking,
the capacity for reflection and team learning, and the ability to develop shared
visions and shared understandings of complex issues” (Senge, 2002)
16. A framework for empowerment
Extrinsic motivation intrinsic motivation
external locus of control internal locus of control
control empowerment
Strict and complete external control no external control
Responsibility on leader
responsibility shared
responsibility on participant
I decide we decide you decide
less choice more choice
Dependence interdependence independence
Jansen 2005
17. Situational Leadership
(High) High Supportive & High Supportive
High Supportive &
Low Directive
High Directive &
Behaviour
Behaviour
High Directive
Behaviour
SUPPORTIVE BEHAVIOUR
Low Supportive
& Low Low Supportive &
Directive High Directive
Behaviour Behaviour
(Low)
(Low) DIRECTIVE BEHAVIOUR (High)
17
18. Go to the people,
Live with them,
Learn from them,
Love them,
Start with what they know,
Build with what they have,
But with the best leaders,
When the work is done,
The task accomplished,
The people will say,
“We have done it ourselves”
Chinese Philosopher Lao Tsu
20. 4) Explore and Articulate Shared Values
We need to be culturally tight and managerially
loose. Order and design are not externally
imposed but emerge as a result of the
combination of individual freedom and shared
core values
Getting on the same page
•Explore individual values and negotiate organisational values to fit
•Role model values in leadership behaviour
•Reconnect all staff with personal moral purpose
•Establish benchmark of needs
•Create clarity around shared vision
•Leave space for emergent outcomes
20
21. LYNGO Project - Deeply held values
Equality
Social Justice
Compassion
Dignity and respect
Generosity
Honesty and integrity
Passion and energy
Humility
Quality
Commitment
21
22. How can we get on the
same page with our vision
and values?
23. Cranking up our leadership performance….
1. Proactive mentoring
2. Foster interaction and shared learning
3. Share power
4. Collective values and vision
23
24. What is success?
To laugh often and much
To win the respect of intelligent people
And the affection of children
To earn the appreciation of honest critics
And endure the betrayal of false friends
To appreciate beauty
To find the best in others
To leave the world a bit better
Whether by a healthy child, a garden patch
Or a redeemed social condition
To know even one life has breathed easier
Because you have lived
This is to have succeeded
RALPH WALDO EMERSON