The new Spread of Opinion page will now be included in all LSI reports from the 17th August 2015. This new addition will be included in the LSI2 IBI report and the LSI2 IBI with breakout report at no additional cost.
New Spread of Opinion shows the amount of disagreement among the respondents
Available to those accredited in LSI
Updated report only available with international norms
InstructionsThis assignment allows you to demonstrate mastery of.docxcarliotwaycave
Instructions
This assignment allows you to demonstrate mastery of course outcome:
analyze the different cultures and worldviews that inform human thinking and actions, and respond constructively to human and global differences in workplaces, communities, and organizations
Create a table that compares two societal cultures on the nine dimensions of culture identified by the GLOBE project. Depending on the countries you choose, you may need to do more research. Your table should have three columns, one with the nine dimensions, one with the first country, and one with the second country. Your table should include the scores and an explanation of what the scores mean.
Following is an example of comparing one dimension between Germany and China:
Dimensions
Germany
China
Assertiveness
GLOBE scores: West 4.55 & East 4.73
Highest 25% GLOBE study
Work relationships are to the point and strict
GLOBE score: 3.76
Moderate range score
Indirect approach to communication
Background and Summary of GLOBE
The Wharton Business School of the University of Pennsylvania was the home of the GLOBE Research Project, which investigated variations in business leadership worldwide. GLOBE comprised 170 researchers in 62 societies over 11 years. The research team’s stated objective was...
To determine the extent to which the practices and values of business leadership are universal (i.e., are similar globally), and the extent to which they are specific to just a few societies.
The team is attained this objective. GLOBE’s findings present to us all a breakthrough in our ability to think about business leadership in a way that is accurate, action-oriented, and - most importantly - genuinely global.
Any organization that devotes resources to developing global leaders now has within its grasp the data and the guideposts to accomplish this critical goal. It's now possible with unprecedented confidence to assess, develop, and measure top leadership talent in a way that captures the full meaning of “global.”
The first report from the GLOBE team was an 818-page book by R.J. House et al., Culture, Leadership, and Organizations, published by Sage in 2004; this précis addresses the 2004 publication only. A second report of the GLOBE team was published in 2007 (note). A third report is in press. The other three articles at Grovewell.com/GLOBE (total 8,500 words) provide all those responsible for leadership development with an overview and interpretation of the findings reported in 2004.
The first question addressed by the team was which measurement standards (“independent variables”) to use to be precise about the similarities and differences among various societal and organizational cultures. Their efforts yielded nine “cultural dimensions” that serve as their standard of measurement.
Performance Orientation
Uncertainty Avoidance
Humane Orientation
Institutional Collectivism
In-Group Collectivism
Assertiveness
Gender Egalitarianism
Future Orientation ...
IDS 401 Milestone Four Guidelines and Rubric
Analyzing an Issue or Event in Globalization through the Lenses
of the Natural and Applied Sciences and the Social Sciences
Overview
For the first part of your final project, the critical analysis portfolio, you will select a specific issue or event in globalization and critically analyze it through the
four general education lenses: history, humanities, social sciences, and natural and applied sciences. By viewing the issue or event through these lenses, you will
gain insight into how the interconnected nature of globalization affects society as well as both your own individual framework of perception and the choices,
attitudes, and behaviors of others in the world around you.
For this fourth milestone, due in Module Six, you will analyze your issue or event in globalization through the lenses of the natural and applied sciences and the
social sciences. Like Milestone Two, this task provides you with an opportunity to dive deeper into your analysis of the issuer or event through these two lenses.
Prompt
First, review your work in Modules Five and Six as well as the Four Lenses document from Module One.
Next, analyze your popular-culture artifact through the natural and applied sciences by exploring the following questions:
How does this issue or event provide a social commentary through the natural and applied sciences?
In what ways can science help resolve or enhance your issue or event?
Next, analyze your popular-culture artifact through the lens of the social sciences, and address the following:
How does this issue or event interact with the social sciences lens and impact social issues?
In what ways does the Social Science lens help articulate a deeper understanding of the social issue(s) that inform your issue or event?
This milestone provides you with a chance to practice analyzing your issue or event through these lenses and receive feedback on this practice attempt.
Note: You are completing two separate analyses: one from the natural and applied sciences and one from the social sciences. You must submit two papers in a
single Word document.
1
Be sure to use evidence from research to support your analysis. Refer to course resources, the LibGuide for this course, as well as any other pertinent resources
to support your responses. Relevant current news sources may be used with instructor approval. Incorporate instructor feedback into your final project.
The following critical elements must be addressed:
I. Lens Analysis: In this section of your assignment, you will analyze your issue or event through two of the four general education lenses.
A. Analyze your issue or event through the lens of the natural and applied sciences for determining its impact on various institutions. Utilize
evidence from research to support your analysis.
B. Analyze your issue or event through the ...
New Spread of Opinion shows the amount of disagreement among the respondents
Available to those accredited in LSI
Updated report only available with international norms
InstructionsThis assignment allows you to demonstrate mastery of.docxcarliotwaycave
Instructions
This assignment allows you to demonstrate mastery of course outcome:
analyze the different cultures and worldviews that inform human thinking and actions, and respond constructively to human and global differences in workplaces, communities, and organizations
Create a table that compares two societal cultures on the nine dimensions of culture identified by the GLOBE project. Depending on the countries you choose, you may need to do more research. Your table should have three columns, one with the nine dimensions, one with the first country, and one with the second country. Your table should include the scores and an explanation of what the scores mean.
Following is an example of comparing one dimension between Germany and China:
Dimensions
Germany
China
Assertiveness
GLOBE scores: West 4.55 & East 4.73
Highest 25% GLOBE study
Work relationships are to the point and strict
GLOBE score: 3.76
Moderate range score
Indirect approach to communication
Background and Summary of GLOBE
The Wharton Business School of the University of Pennsylvania was the home of the GLOBE Research Project, which investigated variations in business leadership worldwide. GLOBE comprised 170 researchers in 62 societies over 11 years. The research team’s stated objective was...
To determine the extent to which the practices and values of business leadership are universal (i.e., are similar globally), and the extent to which they are specific to just a few societies.
The team is attained this objective. GLOBE’s findings present to us all a breakthrough in our ability to think about business leadership in a way that is accurate, action-oriented, and - most importantly - genuinely global.
Any organization that devotes resources to developing global leaders now has within its grasp the data and the guideposts to accomplish this critical goal. It's now possible with unprecedented confidence to assess, develop, and measure top leadership talent in a way that captures the full meaning of “global.”
The first report from the GLOBE team was an 818-page book by R.J. House et al., Culture, Leadership, and Organizations, published by Sage in 2004; this précis addresses the 2004 publication only. A second report of the GLOBE team was published in 2007 (note). A third report is in press. The other three articles at Grovewell.com/GLOBE (total 8,500 words) provide all those responsible for leadership development with an overview and interpretation of the findings reported in 2004.
The first question addressed by the team was which measurement standards (“independent variables”) to use to be precise about the similarities and differences among various societal and organizational cultures. Their efforts yielded nine “cultural dimensions” that serve as their standard of measurement.
Performance Orientation
Uncertainty Avoidance
Humane Orientation
Institutional Collectivism
In-Group Collectivism
Assertiveness
Gender Egalitarianism
Future Orientation ...
IDS 401 Milestone Four Guidelines and Rubric
Analyzing an Issue or Event in Globalization through the Lenses
of the Natural and Applied Sciences and the Social Sciences
Overview
For the first part of your final project, the critical analysis portfolio, you will select a specific issue or event in globalization and critically analyze it through the
four general education lenses: history, humanities, social sciences, and natural and applied sciences. By viewing the issue or event through these lenses, you will
gain insight into how the interconnected nature of globalization affects society as well as both your own individual framework of perception and the choices,
attitudes, and behaviors of others in the world around you.
For this fourth milestone, due in Module Six, you will analyze your issue or event in globalization through the lenses of the natural and applied sciences and the
social sciences. Like Milestone Two, this task provides you with an opportunity to dive deeper into your analysis of the issuer or event through these two lenses.
Prompt
First, review your work in Modules Five and Six as well as the Four Lenses document from Module One.
Next, analyze your popular-culture artifact through the natural and applied sciences by exploring the following questions:
How does this issue or event provide a social commentary through the natural and applied sciences?
In what ways can science help resolve or enhance your issue or event?
Next, analyze your popular-culture artifact through the lens of the social sciences, and address the following:
How does this issue or event interact with the social sciences lens and impact social issues?
In what ways does the Social Science lens help articulate a deeper understanding of the social issue(s) that inform your issue or event?
This milestone provides you with a chance to practice analyzing your issue or event through these lenses and receive feedback on this practice attempt.
Note: You are completing two separate analyses: one from the natural and applied sciences and one from the social sciences. You must submit two papers in a
single Word document.
1
Be sure to use evidence from research to support your analysis. Refer to course resources, the LibGuide for this course, as well as any other pertinent resources
to support your responses. Relevant current news sources may be used with instructor approval. Incorporate instructor feedback into your final project.
The following critical elements must be addressed:
I. Lens Analysis: In this section of your assignment, you will analyze your issue or event through two of the four general education lenses.
A. Analyze your issue or event through the lens of the natural and applied sciences for determining its impact on various institutions. Utilize
evidence from research to support your analysis.
B. Analyze your issue or event through the ...
.Change Management1We are often resist.docxhoney725342
.
Change Management
1
We are often resistant to change
https://www.youtube.com/watch?v=tIJNusYZXMA
2
Change in your organization—Getting started
4 Ps Group Exercise (15 min)
Decide on 1 major org change within the group
On flip chart paper create 4 columns
Project Name- what is the project?
Purpose- why are we changing?
Particulars- what are we changing?
People- who will be changing?
4Ps ContinuedProject NamePurposeParticularsPeople
Finally, consider:
What % of the Purpose is dependent on the People doing their jobs differently?
Change Models to Consider
Diffusion of Innovation and Attributes of Change Success (E. Rogers)
Adoption of change will vary among groups
Considerations for predicting success of the change
8 Steps for Leading Change (J. Kotter)
Moving forward and enacting the change
Roger’s Diffusion of Innovations
Roger’s Diffusion of Innovation
Dancing Man
Video
Roger’s Diffusion of Innovation
http://www.youtube.com/watch?v=fW8amMCVAJQ
8
5 Attributes that Determine the Success of the Change
Relative Advantage
Compatibility
Complexity
Trialability
Observability
Roger’s Diffusion of Innovation
Why do certain innovations spread more quickly than others?
Why do others fail? Diffusion scholars recognize five qualities that determine the success of an innovation.
Relative Advantage
The degree to which an innovation is perceived as being better than the idea it supersedes
“ How will this make my life easier/better?”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as better than
the idea it supersedes by a particular group of users, measured in
terms that matter to those users, like economic advantage, social
prestige, convenience, or satisfaction. The greater the perceived
relative advantage of an innovation, the more rapid its rate of
adoption is likely to be.
Compatibility
The degree to which an innovation is perceived as consistent with the existing values, past experiences, & needs of potential adopters
“How well does it fit?”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as being
consistent with the values, past experiences, and needs of potential
adopters. An idea that is incompatible with their values, norms or
practices will not be adopted as rapidly as an innovation that is
compatible.
Complexity
The degree to which an innovation is perceived as relatively difficult to understand and use
“If you can’t explain it, they won’t try it.”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as difficult to
understand and use. New ideas that are simpler to understand are
adopted more rapidly than innovations that require the adopter to
develop new skills and understandings.
Trialability
The degree to which an innovation may be experimented with on a limited basis
“Can I try it out before I buy it?”
Roger’s Diffusion of Innov ...
Resistance to Change, a Leaders' perspective. Webinar amp oct 2013 21stAssentire Ltd
Using research to improve the delivery and effectiveness of change programmes. This was the title of a Webinar sponsored by the Association for Project Management (apm) on the 21st October 2013
Major change within organisations has become the norm in the 21st centuryAssentire Ltd
Major change within organisations has become the norm in the 21st century.
Much research both practitioner and academic has taken place to better
understand the challenges that this represents. This is not a new phenomenon,
there is material dating back centuries looking at or reflecting upon changing
the order of the day.
Coming forward in time, to just 50 years ago, the
observations written about are not so different from what is written today in
2013. The adoption of certain terms has occurred to help communicate and
offer consultancy services and promote better understanding. Examples are
“Change Management” and “Resistance to Change” however, the very nature of
adopting non-standardised terms has resulted in a range of different
interpretations, these terms we think we understand, but they clearly have
different meanings for different people as was identified in this research
project. What is common, if you ask someone their opinion regarding
“Resistance to Change”, is they have one, just may not be what you are
expecting.
A presentation made in February 2016 to a range of groups interested in an update on the Flourishing Business Innovation Toolkit project.
The presentation provides a personal and detailed view of the history of the project and the our Toolkit - including current status of all elements of the project.
A recording of a Q&A with Antony Upward about this presentation is available to members of the Strongly Sustainable Business Model Group - linked from here: http://wiki.ssbmg.com/meeting/2016-02-09
For details of the process we're using to design our business please see our wiki: http://wiki.ssbmg.com/FBT-project/business-model
As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
Discovery Model—An Approach for Agile at ScaleCA Technologies
When we started our transition to an agile model, many things consultants told us did not make sense. Such as “it is a major culture shift,” “you will need a scaled framework” and “it is easy to learn hard to master.”
During this session you will learn when ADP reached those hurdles and what we are doing to overcome them.
For more information, please visit http://cainc.to/Nv2VOe
Accedi alla pagina dell'evento: http://qualitapa.gov.it/iniziative-in-corso/valutazione-performance/valutazione-performance/il-percorso-2011-2012/eventi-realizzati/
Il Dipartimento della funzione pubblica ha dedicato in occasione del ForumPa 2012, un'intera giornata al Performance management nei Comuni.Nella Prima Sessione è stato affrontato il tema chiave della funzionalità ed efficacia dei sistemi di Performance Management nelle amministrazioni pubbliche e del loro effettivo utilizzo a supporto delle decisioni strategiche ed operative. Le analisi svolte in ambito nazionale ed internazionale evidenziano che anche nelle amministrazioni in cui i sistemi di misurazione e valutazione delle performance sono ben organizzati non necessariamente essi sono utilizzati a supporto delle decisioni più rilevanti per l'amministrazione.
Sectioncareer wiseget on and get ahead A weekly guide to deve.docxbagotjesusa
Section:
career wise
get on and get ahead A weekly guide to developing essential skills and where to find key resources
What is it?
A SWOT analysis is one of several business planning tools that an organisation can use to examine its state of health and investigate business opportunities by itemising its strengths, weaknesses, opportunities and threats (SWOT). It can also be used on a personal basis in a variety of career applications.
Why is it important?
Whether you're mulling over a major career change or have your sights set on becoming an HR director in a top five legal firm, carrying out a SWOT analysis will give an in-depth focus on areas that need attention as well as provide a footing for a personal development or career action plan.
If you're in the position of having several job offers it could also help determine which organisation offers the most prospects and fits with your way of working. In a wider departmental context, a SWOT analysis could be used to help improve performance, or evaluate the potential outcome of a new initiative.
Even if you think that your career is progressing as intended, carrying out the exercise could prevent you from resting on your laurels.
Where do I start?
Every aspect of a SWOT analysis needs to be approached methodically. Think about your reasons for carrying out the analysis and what you hope to achieve. Then with headings for each category drawn up in a table divided into factors that you can control (strengths, weaknesses) and those you can't (opportunities, threats), set to work on your list. The following are just a few of a wide range of considerations you'll need to take into account when conducting a personal SWOT exercise.
Strengths
Determining your skills, experience and capabilities is probably the most straightforward part of this exercise. List tasks you are good at and enjoy doing as this will form the basis from which to build competitive advantage. What skills do you have that employers want? Work experience, qualifications and training, and transferable skills will figure largely here. Personal development programmes (PDPs) and performance reviews can be effective in tracing new skills that you've obtained. Consider your working relationships — good relationships with your manager or colleagues are a plus.
Remember that what may be seen as a strength in one organisation could be a weakness in another. Aspects of your private life such as solid, stable family situation, ability to relocate, financial security and good health will also come into play.
Weaknesses
Because of their career-limiting potential, you need to be brutally honest and entirely objective in any assessment of your downsides. A sketchy and intermittent career path, for instance, will require plausible and convincing explanations, while financial insecurity could place a huge emphasis on the need to increase your salary. Also, try to do this part of the exercise from the perspective of how others see you — ideally .
We've been researching and developing a standardised, evidence based approach to the spread and adoption of innovations in our region. We call this our 'spread and adoption model' – the model is constantly evolving, with a key output being a 'spread and adoption plan'. This presentation complements the webinars held in early March 2019 to introduce the first three components of our model and the spread and adoption planning template to colleagues from other AHSNs.
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.
.Change Management1We are often resist.docxhoney725342
.
Change Management
1
We are often resistant to change
https://www.youtube.com/watch?v=tIJNusYZXMA
2
Change in your organization—Getting started
4 Ps Group Exercise (15 min)
Decide on 1 major org change within the group
On flip chart paper create 4 columns
Project Name- what is the project?
Purpose- why are we changing?
Particulars- what are we changing?
People- who will be changing?
4Ps ContinuedProject NamePurposeParticularsPeople
Finally, consider:
What % of the Purpose is dependent on the People doing their jobs differently?
Change Models to Consider
Diffusion of Innovation and Attributes of Change Success (E. Rogers)
Adoption of change will vary among groups
Considerations for predicting success of the change
8 Steps for Leading Change (J. Kotter)
Moving forward and enacting the change
Roger’s Diffusion of Innovations
Roger’s Diffusion of Innovation
Dancing Man
Video
Roger’s Diffusion of Innovation
http://www.youtube.com/watch?v=fW8amMCVAJQ
8
5 Attributes that Determine the Success of the Change
Relative Advantage
Compatibility
Complexity
Trialability
Observability
Roger’s Diffusion of Innovation
Why do certain innovations spread more quickly than others?
Why do others fail? Diffusion scholars recognize five qualities that determine the success of an innovation.
Relative Advantage
The degree to which an innovation is perceived as being better than the idea it supersedes
“ How will this make my life easier/better?”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as better than
the idea it supersedes by a particular group of users, measured in
terms that matter to those users, like economic advantage, social
prestige, convenience, or satisfaction. The greater the perceived
relative advantage of an innovation, the more rapid its rate of
adoption is likely to be.
Compatibility
The degree to which an innovation is perceived as consistent with the existing values, past experiences, & needs of potential adopters
“How well does it fit?”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as being
consistent with the values, past experiences, and needs of potential
adopters. An idea that is incompatible with their values, norms or
practices will not be adopted as rapidly as an innovation that is
compatible.
Complexity
The degree to which an innovation is perceived as relatively difficult to understand and use
“If you can’t explain it, they won’t try it.”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as difficult to
understand and use. New ideas that are simpler to understand are
adopted more rapidly than innovations that require the adopter to
develop new skills and understandings.
Trialability
The degree to which an innovation may be experimented with on a limited basis
“Can I try it out before I buy it?”
Roger’s Diffusion of Innov ...
Resistance to Change, a Leaders' perspective. Webinar amp oct 2013 21stAssentire Ltd
Using research to improve the delivery and effectiveness of change programmes. This was the title of a Webinar sponsored by the Association for Project Management (apm) on the 21st October 2013
Major change within organisations has become the norm in the 21st centuryAssentire Ltd
Major change within organisations has become the norm in the 21st century.
Much research both practitioner and academic has taken place to better
understand the challenges that this represents. This is not a new phenomenon,
there is material dating back centuries looking at or reflecting upon changing
the order of the day.
Coming forward in time, to just 50 years ago, the
observations written about are not so different from what is written today in
2013. The adoption of certain terms has occurred to help communicate and
offer consultancy services and promote better understanding. Examples are
“Change Management” and “Resistance to Change” however, the very nature of
adopting non-standardised terms has resulted in a range of different
interpretations, these terms we think we understand, but they clearly have
different meanings for different people as was identified in this research
project. What is common, if you ask someone their opinion regarding
“Resistance to Change”, is they have one, just may not be what you are
expecting.
A presentation made in February 2016 to a range of groups interested in an update on the Flourishing Business Innovation Toolkit project.
The presentation provides a personal and detailed view of the history of the project and the our Toolkit - including current status of all elements of the project.
A recording of a Q&A with Antony Upward about this presentation is available to members of the Strongly Sustainable Business Model Group - linked from here: http://wiki.ssbmg.com/meeting/2016-02-09
For details of the process we're using to design our business please see our wiki: http://wiki.ssbmg.com/FBT-project/business-model
As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
Discovery Model—An Approach for Agile at ScaleCA Technologies
When we started our transition to an agile model, many things consultants told us did not make sense. Such as “it is a major culture shift,” “you will need a scaled framework” and “it is easy to learn hard to master.”
During this session you will learn when ADP reached those hurdles and what we are doing to overcome them.
For more information, please visit http://cainc.to/Nv2VOe
Accedi alla pagina dell'evento: http://qualitapa.gov.it/iniziative-in-corso/valutazione-performance/valutazione-performance/il-percorso-2011-2012/eventi-realizzati/
Il Dipartimento della funzione pubblica ha dedicato in occasione del ForumPa 2012, un'intera giornata al Performance management nei Comuni.Nella Prima Sessione è stato affrontato il tema chiave della funzionalità ed efficacia dei sistemi di Performance Management nelle amministrazioni pubbliche e del loro effettivo utilizzo a supporto delle decisioni strategiche ed operative. Le analisi svolte in ambito nazionale ed internazionale evidenziano che anche nelle amministrazioni in cui i sistemi di misurazione e valutazione delle performance sono ben organizzati non necessariamente essi sono utilizzati a supporto delle decisioni più rilevanti per l'amministrazione.
Sectioncareer wiseget on and get ahead A weekly guide to deve.docxbagotjesusa
Section:
career wise
get on and get ahead A weekly guide to developing essential skills and where to find key resources
What is it?
A SWOT analysis is one of several business planning tools that an organisation can use to examine its state of health and investigate business opportunities by itemising its strengths, weaknesses, opportunities and threats (SWOT). It can also be used on a personal basis in a variety of career applications.
Why is it important?
Whether you're mulling over a major career change or have your sights set on becoming an HR director in a top five legal firm, carrying out a SWOT analysis will give an in-depth focus on areas that need attention as well as provide a footing for a personal development or career action plan.
If you're in the position of having several job offers it could also help determine which organisation offers the most prospects and fits with your way of working. In a wider departmental context, a SWOT analysis could be used to help improve performance, or evaluate the potential outcome of a new initiative.
Even if you think that your career is progressing as intended, carrying out the exercise could prevent you from resting on your laurels.
Where do I start?
Every aspect of a SWOT analysis needs to be approached methodically. Think about your reasons for carrying out the analysis and what you hope to achieve. Then with headings for each category drawn up in a table divided into factors that you can control (strengths, weaknesses) and those you can't (opportunities, threats), set to work on your list. The following are just a few of a wide range of considerations you'll need to take into account when conducting a personal SWOT exercise.
Strengths
Determining your skills, experience and capabilities is probably the most straightforward part of this exercise. List tasks you are good at and enjoy doing as this will form the basis from which to build competitive advantage. What skills do you have that employers want? Work experience, qualifications and training, and transferable skills will figure largely here. Personal development programmes (PDPs) and performance reviews can be effective in tracing new skills that you've obtained. Consider your working relationships — good relationships with your manager or colleagues are a plus.
Remember that what may be seen as a strength in one organisation could be a weakness in another. Aspects of your private life such as solid, stable family situation, ability to relocate, financial security and good health will also come into play.
Weaknesses
Because of their career-limiting potential, you need to be brutally honest and entirely objective in any assessment of your downsides. A sketchy and intermittent career path, for instance, will require plausible and convincing explanations, while financial insecurity could place a huge emphasis on the need to increase your salary. Also, try to do this part of the exercise from the perspective of how others see you — ideally .
We've been researching and developing a standardised, evidence based approach to the spread and adoption of innovations in our region. We call this our 'spread and adoption model' – the model is constantly evolving, with a key output being a 'spread and adoption plan'. This presentation complements the webinars held in early March 2019 to introduce the first three components of our model and the spread and adoption planning template to colleagues from other AHSNs.
Similar to LSI Report Update - Spread of Opinion (20)
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.
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.
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/
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
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
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.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
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
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
2. The following document outlines the recent changes to the Life Styles
Inventory™ (LSI) reports in July 2015.
These changes include the addition of a Spread of Opinion page,
showing the level of agreement/disagreement among the respondents in
the LSI 2 Description-by-Others.
For any further information please contact your Client Service Manager,
or reception on (02) 9271 5900.
2
LSI Report Update
Good afternoon. I’m Alysun Johns, and I’d like to thank you all for joining us today to learn more about the updated LSI report with Spread of Opinion. For today’s presentation, we have muted all participants, so please be sure to use the question or chat feature to send through your questions and address these throughout. If we are unable to answer your question, we will follow-up after the webinar with an answer.
So let’s dive in.
Discuss norming of standard deviation for spread of opinion – normed and converted to these labels (spread of opinion
/shading) to compare variance across styles. If not normed then you can’t compare std. deviations across styles
Shading reflects extent to which respondents’ descriptions vary compared to the variance of about half of norming sample (n=7284)
Results presented two ways:
Profile
Table
Results presented two ways:
Profile
Table
We hope that you look forward to using the new updated LSI Report. We will provide a sample report for you to download after this webinar. We’ve also recorded this webinar, so you’ll have access to the recording. If you have any additional questions, please do not hesitate to contact your account manager or me. We look forward to hearing from you soon.
Enjoy the rest of your day and thank you again for attending!