Learning in 3D: rules from the revolutionaries
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The document summarizes insights from 4 pioneers in 3D learning on implementing 3D learning effectively. It discusses overcoming objections, establishing early adoption, securing sponsorship, demonstrating value, crossing adoption gaps, and achieving mainstream use. Key advice includes focusing projects, managing expectations, integrating technologies simply, and avoiding solutions requiring high performance machines.
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The document discusses managerial competencies and their importance for effective management. It defines competency as a combination of knowledge, skills, behaviors and attitudes that contribute to effectiveness. Managerial competencies are sets of abilities needed to be effective in various positions and organizations. Six core competencies are identified: communication, planning and administration, teamwork, strategic action, multicultural awareness, and self-management. Each competency is then defined and its components or foundations are explained.
Self Management Skills
1. The document summarizes Mati ur Rehman's first presentation at Iqra University on topics related to self-management skills including career planning, self-esteem, positive thinking, stress management, and time management.
2. Mati ur Rehman achieved gaining different perspectives on each topic presented and learning how to apply the lessons to achieving goals and handling limitations.
3. Future topics that would be covered include team building & management, conflict management, and negotiation. Maintaining a positive mindset and taking action are emphasized as keys to achieving goals.
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The Renaissance was a period between the 14th and 17th centuries that saw a rebirth of interest in classical learning. Major Italian cities like Florence and Venice became centers of trade and patronage for artists. Humanism emphasized the abilities of humans and the importance of education. Artists began using techniques like perspective and realistic proportions. Famous Renaissance artists included Michelangelo, Leonardo da Vinci, and their works like the Pieta, Mona Lisa, and The Last Supper. Literature flourished with Shakespeare's plays. Johannes Gutenberg's printing press made books more widely available. Exploration and scientific discoveries increased European knowledge. The Protestant Reformation began as religious reforms but led to the establishment of new Christian denominations in Europe.
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Design Thinking Comes of AgeThe approach, once.docx
Design
Thinking
Comes
of Age
The approach, once
used primarily in product
design, is now infusing
corporate culture.
by Jon Kolko
ARTWORK The Office for Creative Research
(Noa Younse), Band, Preliminary VisualizationSPOTLIGHT
66 Harvard Business Review September 2015
SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
HBR.ORG
There’s a shift under way
in large organizations,
one that puts design
much closer to the
center of the enterprise.
Focus on users’ experiences, especially
their emotional ones. To build empathy with
users, a design-centric organization empowers em-
ployees to observe behavior and draw conclusions
about what people want and need. Those conclu-
sions are tremendously hard to express in quanti-
tative language. Instead, organizations that “get”
design use emotional language (words that concern
desires, aspirations, engagement, and experience)
to describe products and users. Team members
discuss the emotional resonance of a value propo-
sition as much as they discuss utility and product
requirements.
A traditional value proposition is a promise of
utility: If you buy a Lexus, the automaker promises
that you will receive safe and comfortable trans-
portation in a well-designed high-performance ve-
hicle. An emotional value proposition is a promise
of feeling: If you buy a Lexus, the automaker prom-
ises that you will feel pampered, luxurious, and af-
fluent. In design-centric organizations, emotion-
ally charged language isn’t denigrated as thin, silly,
or biased. Strategic conversations in those compa-
nies frequently address how a business decision or
a market trajectory will positively influence users’
experiences and often acknowledge only implicitly
that well-designed offerings contribute to financial
success.
The focus on great experiences isn’t limited to
product designers, marketers, and strategists—it
infuses every customer-facing function. Take
finance. Typically, its only contact with users is
through invoices and payment systems, which are
designed for internal business optimization or pre-
determined “customer requirements.” But those
systems are touch points that shape a customer’s
impression of the company. In a culture focused
on customer experience, financial touch points are
designed around users’ needs rather than internal
operational efficiencies.
Create models to examine complex prob-
lems. Design thinking, first used to make physical
objects, is increasingly being applied to complex, in-
tangible issues, such as how a customer experiences
a service. Regardless of the context, design thinkers
tend to use physical models, also known as design
artifacts, to explore, define, and communicate.
Those models—primarily diagrams and sketches—
supplement and in some cases replace the spread-
sheets, specifications, and other documents that
SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
But the shift isn’t about aesthetics. It’s about apply-
in ...
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Design thinking is a term used to represent a set of cognitive, strategic, and practical processes by which design concepts are developed.
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