The 2010 Learning for Change Survey was introduced to place an accent on organizational learning in ADB. The questionnaire featured ten positive statements depicting ideal levels of organizational competence across four pillars: (i) organization, (ii) people, (iii) knowledge, and (iv) technology. The perceptions of respondents were captured using a six-point Likert scale. The learning organization model is described in the publication titled Learning for Change in ADB.
If intellectual capital drives today's knowledge economies, this brings with it an increased dependence on the highly talented people who generate it. How can you lead people who know their worth, are organizationally savvy, ignore corporate hierarchy, expect instant access, are well connected, have a low boredom threshold, and most likely will not thank you?
To enlist commitment, organizations depend on a clear and powerful image of the future. Future Search conferencing has emerged as a system-wide strategic planning tool enabling diverse and potentially conflicting groups to find common ground for constructive action.
Meetings bring people together to discuss a predetermined topic. However, too many are poorly planned and managed, and therefore fail to satisfy objectives when they do not simply waste time. The operating expenses of time wasted include related meeting expenditures, salaries, and opportunity costs.
A retreat is a meeting designed and organized to facilitate the ability of a group to step back from day-to-day activities for a period of concentrated discussion, dialogue, and strategic thinking about their organization’s future or specific issues. Organizations will reap full benefits if they follow basic rules.
12 Tools for career conversations - Career Management - Career Planning and Development - Outcomes of career conversation activities for employees / organizations.
Learning charters demonstrate commitment: they are a touchstone against which provision and practice can be tested and a waymark with which to guide, monitor, and evaluate progress.
If intellectual capital drives today's knowledge economies, this brings with it an increased dependence on the highly talented people who generate it. How can you lead people who know their worth, are organizationally savvy, ignore corporate hierarchy, expect instant access, are well connected, have a low boredom threshold, and most likely will not thank you?
To enlist commitment, organizations depend on a clear and powerful image of the future. Future Search conferencing has emerged as a system-wide strategic planning tool enabling diverse and potentially conflicting groups to find common ground for constructive action.
Meetings bring people together to discuss a predetermined topic. However, too many are poorly planned and managed, and therefore fail to satisfy objectives when they do not simply waste time. The operating expenses of time wasted include related meeting expenditures, salaries, and opportunity costs.
A retreat is a meeting designed and organized to facilitate the ability of a group to step back from day-to-day activities for a period of concentrated discussion, dialogue, and strategic thinking about their organization’s future or specific issues. Organizations will reap full benefits if they follow basic rules.
12 Tools for career conversations - Career Management - Career Planning and Development - Outcomes of career conversation activities for employees / organizations.
Learning charters demonstrate commitment: they are a touchstone against which provision and practice can be tested and a waymark with which to guide, monitor, and evaluate progress.
Where large organizations make an effort to boost knowledge sharing, the solutions they fabricate can aggravate problems. Designing jobs for knowledge behaviors and recruiting people who are positive about sharing to start with will boost knowledge stocks and flows at low cost.
Leading in VUCA: Principals for Emerging Leaders Eva McLellan
Many new graduates will be walking into industries and organizations that are in the throes of VUCA (volatility, uncertainty, complexity and ambiguity). The leading expertise and perspective from tmany graduate programs will be a brilliant foundation. At the same time VUCA requires new attitudes and new skills, many of which are non-traditional and some of which are downright counter-intuitive. In this presentation I share a set of principles for thriving in the new VUCA-based healthcare environment that she has observed among the strongest and most inspiring leaders.
Calling All HR Professionals : Nonprofit Boards Need You Taproot Foundation
Nonprofit boards need HR professionals. Taproot and BoardSource interviewed and surveyed HR professionals who served and who hadn’t served on nonprofit boards, and here’s what we heard:
- 87% of your HR peers surveyed expressed interest in nonprofit board service
- Professional skill development was listed as the #1 reason to join a board
- 96% of your HR peers who have served on boards believe it is important to share their HR expertise with the nonprofit
You can play an incredibly valuable role on a board - from counseling a nonprofit CEO during crisis situations involving personnel, to recruiting and engaging new board members, to conducting a skills assessment of the board.
Check out the presentation to learn more about ways HR professionals can drive impact for a nonprofit board.
For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
Engineers and other technical professionals many times find themselves promoted into management. A different set of skills is needed to thrive in this new role. Leadership is one of those skills.
Roshan Thiran wrote a few articles on Increasing Your Return on Luck. Attached is a presentation he made to various audiences on the ability to Increase Your Luck - Or ROL - Return on Luck. To read his article, go to : https://leaderonomics.com/leadership/be-a-leader/top-10-ways-to-increase-your-luck and also to: https://leaderonomics.com/leadership/be-a-leader/luck-is-not-luck
The presentation was made during the Community Service Public Relations Council's annual Spectrum Conference on May 20, 2014.
Program Description: Are you new to a leadership position? Do you aspire to take on a leadership role in your organization?
Do you want to be a better leader or improve your leadership skills? We will provide a “buffet” of
leadership elements to help you improve your capacity to lead. View the selections and sample small
portions on communicating, resolving conflict, project planning and management, goal setting, and
listening. You might have more of an appetite for some offerings and less for others, but there will be
something to satisfy everyone’s hunger for successfully leading themselves, a team, or organization.
Felix Presentation On Leadership Management Skills Dev.Felcotech
This presentation was presented to Human Resources Manager and Administrative Officers to build and develop their leadership and management skills for effective people\'s management for the success of the EGTL project, in Escravos, Nigeria by Felix
Tacit knowledge is hard to communicate but can be shared in discussions, storytelling, and personal interactions. This presentation points out a wide variety of tools, methods, and approaches that help surface it.
Learning is the key to success—some would even say survival—in today's organizations. Knowledge should be continuously enriched through both internal and external learning. For this to happen, it is necessary to support and energize organization, people, knowledge, and technology.
Where large organizations make an effort to boost knowledge sharing, the solutions they fabricate can aggravate problems. Designing jobs for knowledge behaviors and recruiting people who are positive about sharing to start with will boost knowledge stocks and flows at low cost.
Leading in VUCA: Principals for Emerging Leaders Eva McLellan
Many new graduates will be walking into industries and organizations that are in the throes of VUCA (volatility, uncertainty, complexity and ambiguity). The leading expertise and perspective from tmany graduate programs will be a brilliant foundation. At the same time VUCA requires new attitudes and new skills, many of which are non-traditional and some of which are downright counter-intuitive. In this presentation I share a set of principles for thriving in the new VUCA-based healthcare environment that she has observed among the strongest and most inspiring leaders.
Calling All HR Professionals : Nonprofit Boards Need You Taproot Foundation
Nonprofit boards need HR professionals. Taproot and BoardSource interviewed and surveyed HR professionals who served and who hadn’t served on nonprofit boards, and here’s what we heard:
- 87% of your HR peers surveyed expressed interest in nonprofit board service
- Professional skill development was listed as the #1 reason to join a board
- 96% of your HR peers who have served on boards believe it is important to share their HR expertise with the nonprofit
You can play an incredibly valuable role on a board - from counseling a nonprofit CEO during crisis situations involving personnel, to recruiting and engaging new board members, to conducting a skills assessment of the board.
Check out the presentation to learn more about ways HR professionals can drive impact for a nonprofit board.
For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
Engineers and other technical professionals many times find themselves promoted into management. A different set of skills is needed to thrive in this new role. Leadership is one of those skills.
Roshan Thiran wrote a few articles on Increasing Your Return on Luck. Attached is a presentation he made to various audiences on the ability to Increase Your Luck - Or ROL - Return on Luck. To read his article, go to : https://leaderonomics.com/leadership/be-a-leader/top-10-ways-to-increase-your-luck and also to: https://leaderonomics.com/leadership/be-a-leader/luck-is-not-luck
The presentation was made during the Community Service Public Relations Council's annual Spectrum Conference on May 20, 2014.
Program Description: Are you new to a leadership position? Do you aspire to take on a leadership role in your organization?
Do you want to be a better leader or improve your leadership skills? We will provide a “buffet” of
leadership elements to help you improve your capacity to lead. View the selections and sample small
portions on communicating, resolving conflict, project planning and management, goal setting, and
listening. You might have more of an appetite for some offerings and less for others, but there will be
something to satisfy everyone’s hunger for successfully leading themselves, a team, or organization.
Felix Presentation On Leadership Management Skills Dev.Felcotech
This presentation was presented to Human Resources Manager and Administrative Officers to build and develop their leadership and management skills for effective people\'s management for the success of the EGTL project, in Escravos, Nigeria by Felix
Tacit knowledge is hard to communicate but can be shared in discussions, storytelling, and personal interactions. This presentation points out a wide variety of tools, methods, and approaches that help surface it.
Learning is the key to success—some would even say survival—in today's organizations. Knowledge should be continuously enriched through both internal and external learning. For this to happen, it is necessary to support and energize organization, people, knowledge, and technology.
Overview Our team has been immersed in ‘whole .docxgertrudebellgrove
Overview
Our team has been immersed in ‘whole system change’ for the past few years
in Ontario, Canada; California; Australia and New Zealand; and elsewhere. Our main
mode of learning is to go from practice to theory, and then back and forth to obtain
more specific insights about how to lead and participate in transformative change in
schools and school systems.
In this workshop we take the best of these insights from our most recent
publications: Stratosphere, The Professional Capital of Teachers, The Principal,
Freedom to Change, and Coherence and integrate the ideas into a single set of
learnings.
The specific objectives for participants are:
1. To learn to take initiative on what we call 'Freedom to Change’.
2. To Understand and be able to use the ‘Coherence Framework’.
3. To analyze your current situation and to identify action strategies fro making
improvements.
4. Overall to gain insights into ‘leadership in a digital age’.
We have organized this session around six modules:
Module I Freedom From Change 1-4
Module II Focusing Direction 5-10
Module III Cultivating Collaborative Cultures 11-14
Module IV Deepening Learning 15-22
Module V Securing Accountability 23-30
Module VI Freedom To Change 31-32
References 33
Please feel free to reproduce and use the
material in this booklet with your staff and others.
2015
Freedom From Change
1
Shifting to
the Right Drivers
Right Wrong
§ Capacity building
§ Collaborative work
§ Pedagogy
§ Systemness
§ Accountability
§ Individual teacher and
leadership quality
§ Technology
§ Fragmented strategies
Freedom:
If you could make one
change in your school or
system what would it be?
What obstacles stand in
your way?
What would you change? What are the obstacles?
Trio Talk:
§ Meet up with two colleagues.
§ Share your choice and rationale.
§ What were the similarities and differences in the choices?
Module 1
2
The Concepts of Freedom § Freedom to is getting rid of the constraints.
§ Freedom from is figuring
out what to do when you
become more liberated.
Seeking Coherence § Within your table read the seven quotes from Coherence and circle
the one you like the best.
§ Go around the table and see who selected which quotes.
§ As a group discuss what ‘coherence’ means.
Coherence: The Right Drivers in Action for Schools, Districts, and Systems
Fullan, M., & Quinn, J. ( 2015). Corwin & Ontario Principals’ Council.
# Quote
1. There is only one way to achieve greater coherence, and that is through purposeful action and interaction,
working on capacity, clarity, precision of practice, transparency, monitoring of progress, and continuous
correction. All of this requires the right mixture of “pressure and support”: the press for progress within
supportive and focused cultures. p. 2
2. Coher ...
Chapter 3Philosophy of NursingPhilosophy• Inve.docxketurahhazelhurst
Chapter 3
Philosophy of Nursing
Philosophy
• Investigation of the nature, causes, or
principles of reality, knowledge, or values,
based on logical reasoning
• A system of thought based on such inquiry
• Critical analysis of fundamental assumptions
or beliefs
• A set of ideas or beliefs relating to a particular
field or activity; an underlying theory
Perspectives of Truth
• Classical
philosophers
• Theocratics
• Empiricists
• Rationalists
• Idealists
• Positivists
• Early existentialists
• Pragmatists
• Relativists
• Phenomenologists
• Existentialists
• Poststructuralists/
postmodernists
Continuum of Realism and Idealism
Realism
• The world is static
• Seeing is believing
• The social world is a
given
• Reality is physical and
independent
• Logical thinking is
superior
Idealism
• The world is evolving
• There is more than
meets the eye
• The social world is
created
• Reality is a conception
perceived in the mind
• Thinking is dynamic and
constructive
Beliefs
• Three categories of
beliefs:
– Existential beliefs
– Evaluative beliefs
– Prescriptive/proscri
ptive beliefs
• What are your beliefs
about the major
concepts in nursing?
– Person
– Environment
– Health
– Nursing
Assertions Related to Values
• Each person has a few
• All humans possess the same values
• People organize values into systems
• Values are developed in response to culture,
society, and personality
• Behaviors are manifestations or consequences
of values
Values
• Process of valuing involves 3 steps:
– Choosing values
– Prizing values
– Acting on values
Acquiring Values
• Must be chosen freely
• Must be selected from a list of alternatives
• Must have thoughtful consideration of each of
the outcomes of the alternatives
• Must be prized and cherished
• Must involve a willingness to make values
known to others
• Must precipitate action
• Must be integrated into lifestyle
Values Clarification
• Helps us to understand who we are
• Helps us to understand what is important to us
• Helps us to be more open to accepting others’
choice of values
Guide for Developing a Personal
Philosophy of Nursing (1 of 3)
• Introduction
– Who are you?
– Where do you practice nursing?
• Define nursing
– What is nursing?
– Why does nursing exist?
– Why do you practice nursing?
Guide for Developing a Personal
Philosophy of Nursing (2 of 3)
• What are your assumptions or underlying
beliefs about nurses, patients, other
healthcare providers, and communities?
• Define the major domains of nursing:
– Person
– Health
– Environment
Guide for Developing a Personal
Philosophy of Nursing (3 of 3)
• How are the domains connected?
• What is your vision of nursing for the
future?
• What are the challenges that you will face
as a nurse?
• What are your goals for professional
development?
2
RUNNING Header: Training Design Proposal
Training Design ...
Implementing communities of practice in a matrix organizationAndrew Muras, PMP
Presented at ASEM's (American Society of Engineering Management) annual conference in October 2014. It's based on work done at Pearl Harbor Naval Shipyards.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
There is no permanent organizational chart for the world… It is of supreme importance to be ready at all times to take advantage of new opportunities and make change in your Organization.
STAFFS MOTIVATIONAL IN KNOWLEDGE TRANSFER BEHAVIOURijcsit
Previous have highlighted knowledge transfer behaviour (KTB) for an increase organization performance,
however an obstacle from the perspective among staffs still exists. The problem is still difficult because
staffs will not share their knowledge as they thinking their knowledge is important. This paper investigated
factors of staffs motivational that influence KTB among staffs in Riau Province of Indonesia. The survey
400 respondents were used, 325 were returned, and 75 were not returned. Likert and smart PLS to
confirmation the conceptual model. This paper conclude factors that reward, trust, and an enjoyment
helping colleagues of staffs motivation are factors which influencing the KTB. The results and conclusions
are discussed.
Environmental Migration in the Anthropocene: Perspectives on the Relocation o...Olivier Serrat
Climate change is a driver of human mobility: it is expected to increase the displacement of populations. This presentation casts environmental and socio-economic perspectives on the relocation of Indonesia's capital city from Java to eastern Borneo, the first instance of large-scale, anticipatory, and managed environmental migration in the Anthropocene.
Leading Organizations of the Future: A New Framework.pdfOlivier Serrat
Leading Organizations of the Future: A New Framework (Serrat, 2023) shows how organizations can configure to requisite order with greater collective intelligence in an increasingly complex world.
Lake Chad is a biological hotspot and a source of food and water for millions of people in Central Africa. Lake Chad has shrunk by more than nine-tenths since the mid-1960s because of water diversion, population growth, and climate change. This presentation considers the issues facing Lake Chad and tables a daring proposal to safeguard it.
This presentation underscores the originality of The Epic of Gilgamesh and highlights the influence of its heroic themes on epic poetry through the ages, notably with respect to the character of Achilles in The Iliad by Homer. The presentation draws attention to the richness of the storyline in The Epic of Gilgamesh with respect to Booker's (2004) seven "basic stories".
Leading Organizations of the Future: Oral DefenseOlivier Serrat
This presentation showcases qualitative, exploratory research on Leading Organizations of the Future. The presentation particularizes the problem statement, purpose of the study, research question, conceptual framework, review of the literature, research methodology and design, ethical assurances, pilot testing, population and sample, instrumentation and study procedure, research sub-questions and interview questions, data analysis and results, interpretation of findings, recommendations, limitations, implications, and conclusions.
Leading Organizations of the Future: A Dissertation ProposalOlivier Serrat
This presentation outlines a research proposal for a qualitative dissertation on Leading Organizations of the Future. The major components of the proposal are a detailed statement of the problem to be studied and the context in which it is to be seen, a thorough review of the pertinent literature, and details of the overall design of the study.
Digital Solutions: Reframing Leadership (Serrat, 2023) reflects on the pervasive use of technology in organizations and what it means to lead in the digital age.
Leading Solutions: Essays in Business PsychologyOlivier Serrat
Leading Solutions: Essays in Business Psychology (Serrat, 2021) gives readers an unusually accessible, critical, and engaging take on what leadership means. In the form of précis—concise statements of essential points—the book combines rounded explanations of theory with article reviews, case studies, development plans, field observations, group work, journal entries, "lived" experience, proposals, reflections, scholarly arguments, self-assessments, and 360-degree feedback to shine exceptional insight into the reality and successful practice of leadership, today and tomorrow. This book's wealth of thoughtful content makes it particularly useful to those contemplating postgraduate degrees in organizational leadership and a top-notch addition to any business library.
The Global Compact, Human Rights, and Nike, Inc.Olivier Serrat
Focusing on human rights, this presentation uses a critical psychology lens to articulate the business case for an action plan to imbed the Global Compact in the strategies and operations of Nike, Inc., with an eye to engaging its contract factories. The action plan integrates best practices proposed by the Global Compact. Because of their ambitious scope, critical psychology approaches often suffer from lack of opportunity for practical applications. Notwithstanding, this presentation highlights the theory's undoubted usefulness in the context of the Global Compact.
Minority Population Analysis: The Aeta of the PhilippinesOlivier Serrat
This presentation uses a critical psychology lens for minority population analysis. Specifically, the presentation characterizes indigenous peoples and their vulnerability; researches the treatment of the Aeta, an indigenous people living in the mountainous areas of Luzon in the Philippines; and reflects on their experience of domination, marginalization, and exploitation.
Reflections on a Multifactor Leadership Questionnaire 360 Leader's ReportOlivier Serrat
The Multifactor Leadership Questionnaire generates a psychological inventory from propositions that aim to assess leadership styles and leadership outcomes: it is a multi-rater (or 360-degree) instrument, which means that its output—the MLQ 360 Leader's Report—interprets and compares a leader's self-assessment with ratings contributed across the same items by associates. This presentation reflects on a Multifactor Leadership Questionnaire exercise conducted in May 2020.
Ethics at the Movies: Erin Brockovich (2000)Olivier Serrat
Referring to Erin Brockovich (2000), a biographical film featuring Julia Roberts, this presentation reviews the respective contributions that stakeholder analysis, conflict of interest analysis, cost–benefit analysis, case study analysis, and ethical decision-making frameworks can make to the exploration of business ethics.
This presentation maps out Gandhi's life story; singles out the life-markers that encouraged a constant process of reflection–action–reflection and framed his values; and proposes that stewardship, obligation, partnership, emotional healing, and elevating purpose characterized his servant leadership. Gandhi took on an empire with the ethics of truth-telling: his story is timeless in its courage and inspiration and lessons from his contributions to ethical behavior and strong influence on social responsibility are not wanting.
This presentation outlines a business proposal for idealized design of virtual teaming at General Electric, a multinational conglomerate that employs more than 313,000 employees around the world and so faces the challenge of synergizing a dispersed workforce.
Dell Inc.: A 2019 World's Most Ethical Companies HonoreeOlivier Serrat
The Ethisphere Institute is a player in the increasingly crowded field of business ethics ratings. In 2019, Dell Inc. was recognized as one of 128 honorees of Ethisphere's World's Most Ethical Companies awards, which spanned 50 industries in 21 countries. This presentation reviews the World's Most Ethical Companies awards and comments on Dell Inc.'s Social Impact Plan for 2030.
This mini-lecture makes out the fundamental differences between groups and various kinds of teams; specifies the rationale for team formation and notes what important outcomes are typically expected from performing teams; singles out common recommendations (and recognized pitfalls) on the subject of teams; and isolates two perspectives to enrich understanding of teams and how they might be primed.
MediSys Corp.: The IntensCare Product Development TeamOlivier Serrat
This presentation provides an up-close examination of MediSys Corp. and its contextual conditions and tables recommendations to resolve the problems affecting the IntensCare project and safeguard MediSys Corp.'s future.
Independent Evaluation for Learning: Toward Systemic ChangeOlivier Serrat
At the request of shareholders, evaluation studies focus on accountability (and hence provide for command, control, and finger-pointing); they do not serve as an important foundation of learning organizations.
Knowledge must be at the center of everything the International Centre for Integrated Mountain Development does and knowledge is most valuable when it is actually used—not just identified, created, stored, or shared. A hypothetical diagnosis of ICIMOD's purpose, structure, relationships, rewards, leadership, and helpful mechanisms combined with an organizational culture assessment suggested that a "preferred" culture of adhocracy might drive higher effectiveness.
Designing an Effective Knowledge Partnership ProcessOlivier Serrat
Knowledge partnerships are about joint purpose in the identification, creation, storage, sharing, and use of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
1. The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of
Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence
of their use. The countries listed in this presentation do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.
Learning for Change Survey
Olivier Serrat
2010
2. The Learning Organization Model
• A learning organization knows the role that learning plays in
developing organizational effectiveness. It demonstrates this by
having an inspiring vision for learning and a learning strategy.
Organizational learning is neither possible nor sustainable without
understanding what drives it.
• The organization subsystem values leadership, structure,
communication systems, allocation of adequate resources, planned
and emergent learning, and failures and unintended outcomes.
• A learning organization needs reflective people. This subsystem
values teamwork, learning and knowledge development, individual
and collective learning for development, and development of
leadership competencies.
3. The Learning Organization Model
• Knowledge is critical in a learning organization because it is
both a product of knowledge and its source. This subsystem
values individual and collective knowledge production,
systems and infrastructure of knowledge management,
feedback mechanisms, resilient organizational memory, and
collaborative mutual learning arrangements.
• In a learning organization, technology is harnessed without
constraining knowledge management and learning. This
subsystem values creative use of information and
communication technologies, and provides opportunities for
staff to learn how to make use of technologies for knowledge
management and learning.
4. The Learning Organization Model
Technology
TechnologyPeople
People
Knowledge
Knowledge
Management Science Organizational Development Cognitive Psychology Computer Science
Multiple Approaches, including
Environment
Economy Polity
Technology
Society
Learning
Organization
Organization
5. Learning for Change Survey
The 2010 Learning for Change Survey
• aimed to introduce a new diagnostic tool that examines
organizational learning and deepens understanding of progress
toward creating and sustaining a learning organization;
• featured positive statements depicting ideal levels of organizational
competence across four subsystems of organizational learning—(i)
organization, (ii) people, (iii) knowledge, and (iv) technology; and
• captured perceptions of ADB staff in absolute confidence using a
six-point Likert scale—(1) strongly agree, (2) agree, (3) neutral, (4)
disagree, (5) strongly disagree, and (6) don't know.
7. The Organization Subsystem
• Statement 1 (Inspiring vision) – There is an inspiring vision for
learning and an organizational learning strategy that clearly
communicates that learning is critical to organizational success.
(59% Strongly Agreed, Agreed)
• Statement 2 (Learning culture) – Leaders take an exemplary leading
role in creating and sustaining a supportive learning culture.
(51% Agreed)
• Statement 6 (Resources) – Adequate resources are allocated for
learning in terms of time, allocation, specialist support staff,
budgets for knowledge management infrastructure, formal and
informal communities of practice and other value networks, and
learning and development programs. (34% Disagreed)
8. The Organization Subsystem
• Statement 9 (Planned learning) – Emergent learning is
encouraged by creating opportunities for informal sharing of
knowledge and experience. (59% Strongly Agreed, Agreed)
• Statement 10 (Failures and unintended outcomes) – Failures
and unintended outcomes are the focus of constructive
discussions. When such incidents involve clients, care is taken
to protect their reputation. (36% Neutral, 13% Don't Know)
10. The Organization Subsystem
• Statement 1 (Inspiring vision) – Responses (i) demonstrate a
strong sense of communicated vision on the importance of
learning for ADB's success; and (ii) provide a strong platform
for building ADB's organizational learning capacity.
• Statement 2 (Learning culture) – Responses suggest that
ADB's leaders are successfully creating a supportive learning
culture for their colleagues.
• Statements 1 and 2 – Responses suggest that there may be
some examples of good practice to disseminate and learn
from.
11. The Organization Subsystem
• Statement 4 (Informal organizational
structure) – Responses suggest the need to
examine current areas of good practice and
make these examples more widely known
within ADB.
• Statement 7 (Approach to learning) –
Responses suggest lack of understanding of
planned and emergent learning.
• Statement 10 (Failures and unintended
outcomes) – Responses suggest limited
awareness on the subject of protection of
client reputations.
12. The People Subsystem
• Statement 7 (Individual and team-based learning and
development) – Staff members successfully use a wide range of
opportunities for individual and team-based learning and
development. (32% Neutral)
• Statement 9 (Rewards and incentives) – ADB uses a wide range
of formal and informal rewards and incentives for contributing
organizational learning and knowledge development. (44%
Strongly Disagreed, Disagreed)
• Statement 10 (Leadership) – Leadership (based on the
possession of expertise and knowledge) is expected from staff
members at all levels in the organizational hierarchy.
(52% Strongly Agreed, Agreed)
13. The People Subsystem
Statement Subject Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Don't
Know
1. Reflective practitioners 6 44 22 20 7 2
2. Tools, methods, and
approaches
1 33 27 27 6 5
3. Psychological safety and
trust
3 31 29 28 6 3
4. Learning communities 3 35 30 22 6 5
5. New ideas, trends, and
practices
9 38 27 15 9 2
6. Developing and
retaining staff
3 23 29 28 12 5
7. Individual and team-
based learning and
development
1 35 32 23 5 4
8. Time and performance
management systems
3 37 23 22 11 4
9. Rewards and incentives 2 24 25 29 15 6
10. Leadership 4 48 22 16 6 4
Average 3 35 27 23 8 4
14. The People Subsystem
• Statements 2 (Tools, methods, and approaches), 3
(Psychological safety and trust), 4 (Learning communities), 6
(Developing and retaining staff), and 9 (Rewards and
incentives) – Responses cluster around "agree-neutral-
disagree." They suggest (i) a varied perception of experiences,
and (ii) the potential for significant improvements in the
people subsystem.
• Statements 1 (Reflective practice), 4 (Learning communities), 5
(New ideas, trends, and practices), 8 (Time and performance
management systems), and 10 (Leadership) – Responses
suggest that local staff feel more positively about the people
subsystem.
15. The People Subsystem
• Statements 2 (Tools, methods, and approaches), 6 (Developing
and retaining staff), 7 (Individual and team-based learning and
development), 9 (Rewards and incentives), and 10
(Leadership) – The highest rate of agreement for professional
staff concerns Statement 10 (44%) on leadership. No
professional staff strongly agree to statements 2, 6, 7 and 9.
This invites further investigation.
• Statements 2, 4 (Learning communities), 7, and 8 (Time and
performance management systems) – There is a difference of
agreement of 25 percentage points and above between local
and professional staff responses. This invites inquiry.
16. The Knowledge Subsystem
• Statement 1 (Professional networks) – There is widespread
recognition that while knowledge is created in the minds of
individuals, knowledge development thrives in a rich web of
professional networks among individuals. (64% Strongly Agreed,
Agreed)
• Statement 3 (Opportunities for knowledge development and
learning) – There are creative opportunities for knowledge to be
developed and shared with others by facilitating networks between
individuals. (59% Strongly Agreed, Agreed)
• Statement 4 (Products and services) – The design and delivery of
products and services demonstrate how effective the organization is
at applying what it has learned about the nature of good practice.
(51% Strongly Agreed, Agreed)
17. The Knowledge Subsystem
• Statement 8 (Organizational memory) –
The organization has a resilient
organizational memory and is not
vulnerable to the loss of important
knowledge when staff members move to
other jobs in the organization or leave.
(44% Strongly Disagreed, Disagreed)
• Statement 10 (After-action reviews and
retrospect's) – The adoption of after-
action reviews and retrospect's to learn
from experience has been successful.
(32% Neutral)
19. The Knowledge Subsystem
• Statement 8 (Organizational memory) – Responses suggest a
significant concern about loss (or potential loss) of organizational
memory. This may be addressed by the introduction of exit
interviews in offices and departments and personal commitment to
pass on knowledge and experience to improve individual and
collective learning.
• Statement 5 (Systems and infrastructure) – Balanced responses
suggest that further investigation should examine what systems and
infrastructure for knowledge management need to be developed,
better understood, and made more effective.
• Statement 6 (Evaluations) – Responses suggest the need for further
investigation.
20. The Technology Subsystem
• Statement 1 (ICTs for knowledge management and learning) – There
is a thorough and shared understanding of the value of information
and communication technologies for knowledge management and
learning. (54% Strongly Agreed, Agreed)
• Statement 2 (ICTs as facilitator) – Information and communication
technologies facilitate but do not drive or constrain knowledge
management and learning in the organization. (63% Strongly
Agreed, Agreed)
• Statement 3 (Learning communities) – Information and
communication technologies are successfully used to create and
sustain learning communities. (52% Strongly Agreed, Agreed)
21. The Technology Subsystem
• Statement 4 (Corporate developments) – Information
and communication technologies are successfully
used to keep people informed and aware of corporate
development. (74% Strongly Agreed, Agreed)
• Statement 8 (Internal sources of expertise) –
Information and communication technologies
are successfully used to enable people to
identify internal sources of expertise. (31%
Neutral)
22. The Technology Subsystem
• Statement 9 (Creative use) – Creative use of information and
communication technologies is high. At least five of the
following have been successfully adopted: shared document
drives, intranet pages, online communities and networks,
wikis, and databases, staff profile pages, online webinars,
podcasts, and social network mapping. (54% Strongly Agreed,
Agreed)
• Statement 10 (Opportunities) – Sufficient opportunities are
provided for staff members to learn how to make use of
available information and communication technologies for
learning and sharing. (26% Strongly Disagreed, Disagreed)
24. The Technology Subsystem
• Statement 3 (Learning communities) – Responses suggest a
very positive assessment of the contribution of technology to
learning communities.
• Statement 4 (Corporate developments) – Responses suggest a
very significant recognition by respondents of the value that
technology has in keeping them informed about corporate
developments. Personnel who are aware of their place in the
wider organization are generally considered to be more likely
to contribute their knowledge for the collective good.
• Statement 8 (Internal sources of expertise) – Responses
suggest that there is a need for greater use of technology for
internal peer support.
25. Subsystem Comparison
• Highest rate of agreement (74%) concerns
Statement 4 (Corporate developments): ADB had
made successful use of information and
communication technologies to keep people
informed and aware of corporate developments
(Technology Subsystem).
• Highest rate of disagreement (44%) concerns
Statement 8 (Organizational memory): ADB has a
resilient organizational memory and is not
vulnerable to the loss of important knowledge
when staff members move to other jobs in the
organization or leave (Knowledge Subsystem).
26. Subsystem Comparison
• Highest rate of "don't know" responses concerns
– Statement 10 (Failures and unintended outcomes): Failures and
unintended outcomes are the focus of constructive discussions leading
to new approaches (13%, Organization Subsystem).
– Statement 6 (Evaluations): Evaluations are carefully designed with
learning (as well as accountability) in mind. Systems ensure that the
outputs of internal and independent evaluations are made widely
available; carefully examined; and used to influence decision making
and planning, question orthodox thinking, and trigger creativity and
innovation (11%, Knowledge Subsystem).
– Statement 10 (After-action reviews and retrospect's): Adoption of
after-action review and retrospect's to learn from experiences has been
successful (13%, Knowledge Subsystem).
28. Overall Results
• Feedback from staff members on each statement deserves
dedicated attention.
• Among the four subsystems, staff members perceive ADB to
– be most competent in the technology subsystem
– need more improvement in the people subsystem
• Based on the average percentage of respondents who
collectively agree (Strongly Agree and Agree) to the 10
statements
– Technology Subsystem ranks first (53%)
– Organization Subsystem ranks second (48%)
– Knowledge Subsystem ranks third (43%)
– People Subsystem ranks fourth (38%)
29. Concluding Remarks
• The survey response rate of 9% is acceptable (given likely survey fatigue in
ADB) and compares reasonably with good feedback for an online survey
(10%).
• Some departments exhibit high response rates that demonstrate what is
possible when there is participant interest and management
encouragement.
• Using a five-point Likert scale, a significant number of "strongly agree" and
"agree" responses are required to balance "neutral," "disagree," and
"strongly disagree" responses. It is therefore highly unlikely that any
organization can achieve a mean score of 4 or the ideal score of 5.
• The survey mean scores per subsystem are all above 3 (the score that
represents "neutral"), which indicates a somewhat favorable yet uncertain
view of ADB's capacities.
30. Concluding Remarks
• The value of a survey increases when there are two or more
data sets to be compared. It is recommended that the
Learning for Change Survey be repeated annually.
• Investigations are needed on what is likely to encourage
higher response rates: feedback of findings from the survey,
sharing evidence that the survey has led to actions being
taken, and management encouragement to participate.
• References are invited to Knowledge Solutions
(http://www.adb.org/site/knowledge-
management/knowledge-solutions), the Knowledge
Management and Learning Series, and the Learning for
Change Primers.