The document discusses resilience and its advantages in the workplace. It defines resilience as the ability to remain productive during difficult times and bounce back after stressful events. Resilient people are better able to adapt to change, deal with adversity, avoid illness, and find success. Organizations with resilient employees have a competitive advantage. The document also examines what builds resilience, including controlling thoughts and emotions, having a positive attitude, focusing on solutions, and giving/accepting support.
Resilience: how to build resilience in your people and your organizationDelta Partners
"It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change."
- Charles Darwin
Those people who are familiar with our work know that we write quite a lot about the pace of change in our global business environment. It is continual, it is unrelenting, and it appears to be accelerating.
We cannot slow the pace of change, so do we give up? Throw our hands up and succumb to the tidal wave of knowledge that we are adrift and rudderless? And if not, what can we do to make our people and our organizations more resilient in the face of this ongoing pressure?
"Resilience: an ability to recover from or adjust easily to misfortune or change."
- Merriam-Webster Dictionary
It turns out that there are definitely steps that a manager can take to influence the resilience of both the organization and the individual.
The goal of this presentation is to provide a starting point for leaders and managers as they seek ways to battle back against the apathy and exhaustion that builds in everyone. It is not the final word in these matters – rather it is best considered a jumping off point for those who are looking for a different way.
So enjoy it, share it, and use it. Just let everyone know where you found it!
Setting and defining the context
Exploring resilience
Navigating change
Sharing with, and learning from, peers
Confirming actions
Summary and questions
Evidence-Based HR Management: What is it and what can we do about it?
Alison Eyring
Presentation to IO/Occupational/ Work Psychology Community
18 March, 2013 (Singapore)
Resilience: how to build resilience in your people and your organizationDelta Partners
"It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change."
- Charles Darwin
Those people who are familiar with our work know that we write quite a lot about the pace of change in our global business environment. It is continual, it is unrelenting, and it appears to be accelerating.
We cannot slow the pace of change, so do we give up? Throw our hands up and succumb to the tidal wave of knowledge that we are adrift and rudderless? And if not, what can we do to make our people and our organizations more resilient in the face of this ongoing pressure?
"Resilience: an ability to recover from or adjust easily to misfortune or change."
- Merriam-Webster Dictionary
It turns out that there are definitely steps that a manager can take to influence the resilience of both the organization and the individual.
The goal of this presentation is to provide a starting point for leaders and managers as they seek ways to battle back against the apathy and exhaustion that builds in everyone. It is not the final word in these matters – rather it is best considered a jumping off point for those who are looking for a different way.
So enjoy it, share it, and use it. Just let everyone know where you found it!
Setting and defining the context
Exploring resilience
Navigating change
Sharing with, and learning from, peers
Confirming actions
Summary and questions
Evidence-Based HR Management: What is it and what can we do about it?
Alison Eyring
Presentation to IO/Occupational/ Work Psychology Community
18 March, 2013 (Singapore)
When we are young, we learn things like manners, social cues and social values and incorporate them into our daily actions to the point that we don’t even think about them. How useful would it be to have a collaboration and influencing framework, a tool to improve your social awareness to the point that advanced leadership skills become second nature to you? Today we’re going to explore one such model, the SCARF® model.
The SCARF Model was developed by David Rock in 2008 and is described as a brain based model, as it leverages detailed neuroscience research.
The 3 Themes of the SCARF Model
SCARF centres around three core themes or ideas. Our rough translation of those themes is:
1 - ‘Social threats’ are perceived by the brain with the same intensity as actual physical threats.
2 - When are under threat, our ability to solve problems or make decisions or interact with others is diminished. When we are in a ‘reward environment’ our abilities are enhanced.
3 - The threat response, or the desire to avoid pain, is more common and always outweighs the desire to seek pleasure. Thus the more pain we can avoid in social situations, the more effective we can be.
Effective application of change management increases the success rate of organizational changes to as high as 96%. In today’s fast-paced world, every organization can benefit from a better way to manage change.
Building high performance teams through psychological safetyPeter Cauwelier
Trying to improve team performance ? Discover the concept of Team Psychological Safety and how this allows a team to learn and progress. Action Learning sets have a positive impact, not just on the learning-performance cycle, but also on the level of psychological safety in the team.
Change Navigator: From Resistance to ResillienceNash Musselwhite
Change Navigator is a facilitated exploration of the stages of transition that we all go through during periods of change. Many organizations invest resources to develop thorough change management …
Change Navigator is a facilitated exploration of the stages of transition that we all go through during periods of change. Many organizations invest resources to develop thorough change management plans but neglect to address the emotional impact that significant change events can have on an organization. The results can manifest as slow or failed implementations and unnecessary organizational churn and unrest.
Change Navigator brings together decades of behavioral research into a concise tool that organizational and leadership development professionals can use to help accelerate the pace of organizational change by leading their people more effectively through the change process.
This Slideshare provides some specific takeaways for managers and OD professionals who are looking to increase the pace of their change initiatives while minimizing the impact of organizational disruption. This Slideshare in an excerpt from a larger presentation that Dr. Chris Musselwhite will be presenting at Training 2015 Annual Conference and ATD 2015 Annual Conference.
Peter Cauwelier - Team Psychological Safety – what Google discovered about hi...Certes
» What is team psychological safety and why is it critical for team
performance?
» What impacts team psychological safety and how can you further
develop it?
» What is the impact of Action
Learning on team psychological safety?
A resilient organizational can not only adapt and respond to incremental change but more importantly, can respond to sudden disruptions and also, be the source of disruption in order to prosper and flourish.
The traditional risk management approach focuses too much on defensive (stopping bad things happen) thinking versus a more progressive (making good things happen) thinking. Being defensive requires consistency across the organization and this is where methodologies like Plan-Do-Check-Act (PDCA) come in. However, PDCA approach does not bake in the required progressive thinking and flexibility required for a fast company organization which operates in a volatile environment.
Professor David Denyer of Cranfield University has recently published a very interesting research report on Organizational Resilience. He has identified the following four quadrants across to help us think about organizational resilience:
* preventative control (defensive consistency)
* mindful action (defensive flexibility)
* performance optimization (progressive consistency)
* adaptive innovation (progressive flexibility)
In this talk, I'll share my personal experience of using this thinking to help an organization to scale their product to Millions of users. I've dive deep into how we structured our organization for Structural Agility and how we set-up a very lightweight governance model using OKRs to drive the necessary flexible and progressive thinking.
More details: https://confengine.com/agile-india-2019/proposal/8216/organisational-resilience-design-your-organisation-to-flourish-not-merely-survive
Conference Link: https://2019.agileindia.org
Insights from neuroscience to motivate business stakeholdersKay Fudala
Organizations are struggling with unparalleled challenges created by the uncertainty and ambiguity of transformational changes. Social neuroscience provides the framework to identify domains that activate reward or threat circuitry in the human brain. So, how can IT professionals leverage established research from Neuroscience to design interactions with stakeholders to promote rapid acceptance and adoption? What are the key behaviors that can improve collaboration and engagement to deliver the greatest business value? This session answers those questions and many more!
Key Takeaways
• Learn about the anatomy of the brain
• Discuss how the brain responds to change
• Learn practical ways to utilize this information to engage people
Rapidly changing marketplaces, intense competition, the stress of constantly having to do more with less, and the aftermath of mergers and acquisitions test the resilience of organizations.
A resilient workforce has superior performance, higher productivity and creativity, better health, and more financial success.
Organizational drivers of resilience include: managing workload, offering access to training and development, giving employees more control over their work, developing effective managers, and fostering work-life integration.
Definition of Organizational Resilience
Approaching to Develop Resilience
The effect of organizational resilience concept for today management
What is Risk Management?
In the face of adversity and hardship, it becomes imperative to explore effective strategies that can help us navigate the turbulent waters of life with stability and resilience.
Life, with its unpredictable twists and turns, often presents us with difficult times that can challenge our emotional and mental well-being.
However, by adopting certain approaches and implementing key practices, we have the power to remain stable and find strength even in the most challenging circumstances.
This article delves into the realm of surviving turbulent times, examining actionable steps and insights that can empower individuals to maintain stability in the face of adversity.
Whether it be personal or global crises, this exploration seeks to provide valuable guidance on how we can nurture resilience, foster mental fortitude, and cultivate a steadfast mindset to weather any storm that life throws our way.
Resilience is the ability to bounce back which starts with having a healthy foundation and viewing adversity as an opportunity to grow and face a new challenge
When we are young, we learn things like manners, social cues and social values and incorporate them into our daily actions to the point that we don’t even think about them. How useful would it be to have a collaboration and influencing framework, a tool to improve your social awareness to the point that advanced leadership skills become second nature to you? Today we’re going to explore one such model, the SCARF® model.
The SCARF Model was developed by David Rock in 2008 and is described as a brain based model, as it leverages detailed neuroscience research.
The 3 Themes of the SCARF Model
SCARF centres around three core themes or ideas. Our rough translation of those themes is:
1 - ‘Social threats’ are perceived by the brain with the same intensity as actual physical threats.
2 - When are under threat, our ability to solve problems or make decisions or interact with others is diminished. When we are in a ‘reward environment’ our abilities are enhanced.
3 - The threat response, or the desire to avoid pain, is more common and always outweighs the desire to seek pleasure. Thus the more pain we can avoid in social situations, the more effective we can be.
Effective application of change management increases the success rate of organizational changes to as high as 96%. In today’s fast-paced world, every organization can benefit from a better way to manage change.
Building high performance teams through psychological safetyPeter Cauwelier
Trying to improve team performance ? Discover the concept of Team Psychological Safety and how this allows a team to learn and progress. Action Learning sets have a positive impact, not just on the learning-performance cycle, but also on the level of psychological safety in the team.
Change Navigator: From Resistance to ResillienceNash Musselwhite
Change Navigator is a facilitated exploration of the stages of transition that we all go through during periods of change. Many organizations invest resources to develop thorough change management …
Change Navigator is a facilitated exploration of the stages of transition that we all go through during periods of change. Many organizations invest resources to develop thorough change management plans but neglect to address the emotional impact that significant change events can have on an organization. The results can manifest as slow or failed implementations and unnecessary organizational churn and unrest.
Change Navigator brings together decades of behavioral research into a concise tool that organizational and leadership development professionals can use to help accelerate the pace of organizational change by leading their people more effectively through the change process.
This Slideshare provides some specific takeaways for managers and OD professionals who are looking to increase the pace of their change initiatives while minimizing the impact of organizational disruption. This Slideshare in an excerpt from a larger presentation that Dr. Chris Musselwhite will be presenting at Training 2015 Annual Conference and ATD 2015 Annual Conference.
Peter Cauwelier - Team Psychological Safety – what Google discovered about hi...Certes
» What is team psychological safety and why is it critical for team
performance?
» What impacts team psychological safety and how can you further
develop it?
» What is the impact of Action
Learning on team psychological safety?
A resilient organizational can not only adapt and respond to incremental change but more importantly, can respond to sudden disruptions and also, be the source of disruption in order to prosper and flourish.
The traditional risk management approach focuses too much on defensive (stopping bad things happen) thinking versus a more progressive (making good things happen) thinking. Being defensive requires consistency across the organization and this is where methodologies like Plan-Do-Check-Act (PDCA) come in. However, PDCA approach does not bake in the required progressive thinking and flexibility required for a fast company organization which operates in a volatile environment.
Professor David Denyer of Cranfield University has recently published a very interesting research report on Organizational Resilience. He has identified the following four quadrants across to help us think about organizational resilience:
* preventative control (defensive consistency)
* mindful action (defensive flexibility)
* performance optimization (progressive consistency)
* adaptive innovation (progressive flexibility)
In this talk, I'll share my personal experience of using this thinking to help an organization to scale their product to Millions of users. I've dive deep into how we structured our organization for Structural Agility and how we set-up a very lightweight governance model using OKRs to drive the necessary flexible and progressive thinking.
More details: https://confengine.com/agile-india-2019/proposal/8216/organisational-resilience-design-your-organisation-to-flourish-not-merely-survive
Conference Link: https://2019.agileindia.org
Insights from neuroscience to motivate business stakeholdersKay Fudala
Organizations are struggling with unparalleled challenges created by the uncertainty and ambiguity of transformational changes. Social neuroscience provides the framework to identify domains that activate reward or threat circuitry in the human brain. So, how can IT professionals leverage established research from Neuroscience to design interactions with stakeholders to promote rapid acceptance and adoption? What are the key behaviors that can improve collaboration and engagement to deliver the greatest business value? This session answers those questions and many more!
Key Takeaways
• Learn about the anatomy of the brain
• Discuss how the brain responds to change
• Learn practical ways to utilize this information to engage people
Rapidly changing marketplaces, intense competition, the stress of constantly having to do more with less, and the aftermath of mergers and acquisitions test the resilience of organizations.
A resilient workforce has superior performance, higher productivity and creativity, better health, and more financial success.
Organizational drivers of resilience include: managing workload, offering access to training and development, giving employees more control over their work, developing effective managers, and fostering work-life integration.
Definition of Organizational Resilience
Approaching to Develop Resilience
The effect of organizational resilience concept for today management
What is Risk Management?
In the face of adversity and hardship, it becomes imperative to explore effective strategies that can help us navigate the turbulent waters of life with stability and resilience.
Life, with its unpredictable twists and turns, often presents us with difficult times that can challenge our emotional and mental well-being.
However, by adopting certain approaches and implementing key practices, we have the power to remain stable and find strength even in the most challenging circumstances.
This article delves into the realm of surviving turbulent times, examining actionable steps and insights that can empower individuals to maintain stability in the face of adversity.
Whether it be personal or global crises, this exploration seeks to provide valuable guidance on how we can nurture resilience, foster mental fortitude, and cultivate a steadfast mindset to weather any storm that life throws our way.
Resilience is the ability to bounce back which starts with having a healthy foundation and viewing adversity as an opportunity to grow and face a new challenge
Embracing Failure-A Pathway to Personal Growth and SuccessAntoaneta Ts
Have you ever hit a roadblock on your journey towards personal development? It's a common sentiment. However, what if I told you that failure could be your greatest ally rather than your worst enemy? In personal growth, setbacks aren't roadblocks. They're stepping stones.
Providing leadership during a time of crisis is of critical importance. I thought it would be appropriate to share a presentation that provides insight into how leaders can develop and display resiliency. The materials and learning outcomes are addressed during leadership coaching and training sessions.
An organization’s vision and how it is communicated and implemente.docxnettletondevon
An organization’s vision and how it is communicated and implemented touch the “business heart” of the daily operations of an organization and play a noteworthy role in successful change. In order to fully understand the importance of linking a company’s vision and change, let’s explore three areas that contribute to the understanding of a company’s business vision: core values, core purpose, and visionary goals.
Core Values
Core values are four or five values that are central to a business organization. They reflect the deeply held ideals of the organization and are independent of the current industry environment and management fads.
Core values that business organizations might employ include:
· Excellent customer service
· Pioneering technology
· Creativity
· Integrity
· Social responsibility.
Core Purpose
· Core purpose is the reason that the business organization exists. This purpose is expressed in a carefully formulated mission statement. The core purpose is an idealistic reason for being.
Visionary Goals
· Visionary goals are the lofty objective that the firm’s management decides to pursue.
Core values, core purpose, and visionary goals all contribute a necessary element of a company’s business vision.
A well-crafted vision provides a solid basis for an organization’s culture and its purpose for change. If the vision isn’t right, then it is extremely difficult to understand why a company needs to change and to diagnose what must change within the company. Potential for resistance to change increases, and implementing change becomes more challenging to manage effectively within an organization.
Understanding core values, core purpose, and visionary goals leads to a company/business vision that defines the firm as it moves forward. The organization is then able to integrate vision with change successfully, which is paramount in an exponentially changing business environment.
2. Capturing the Vision
Vision can be a key driver for organizational change. But what makes a good vision statement? Consider the components suggested in the following video:
https://youtu.be/0hdTz042xG
Capturing an effective vision statement for an organization requires organizational leadership to examine the attributes of a vision statement, develop the story communicated by the vision, and consider the culture and structure of the organization.
Vision Attributes:
A vision statement must incorporate the following attributes:
· Statement of purpose
· Ideal future
· Desired future
· Future accomplishments.
These attributes are discussed in greater depth by Dr. John Kotter: https://youtu.be/yA1a0khcuKo
Vision as stories:
Vision stories use rich imagery and descriptions to portray the organization’s future aspirations in a way that is relatable and fuels action and change. Steps needed to develop a vision story narrative include (Palmer, Dunford, & Akin, 2016):
1. Becoming informed
2. Visiting the future
3. Creating the story (innovation, in many cases) (p. 175): .
150921 UBS workshop - Taking control of your career with ME+®ME+
Taking control of your career with ME+®
ME+® is a mobile tool which is grounded in some solid concepts around self-assessment and understanding careers transitions to support development and career progression.
150723 inspiring next generation career successv6ME+
Businesses are spending heavily on recruiting and developing young talent through direct entry graduate schemes and other early careers programmes, yet 25% of companies have unfilled positions due to graduates having a lack of employable skills.
Whilst the transformation in Further Education funding has increased the focus of universities on employability, this is failing to engage a large number of students and provide the personalised support in their moment of need. Many young people are feeling overwhelmed as they take their first steps on their career resulting in high numbers of employees being disengaged and uninspired in their work.
So, who's doing anything about it?
There's a gaping divide in who owns the problem, with employees looking for their employers to take the lead and provide visibility of their future careers options and businesses looking for individuals to take control.
ME+® fills the gap, putting people in control of their own careers and guiding them to achieve their ambitions.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
Resumes, Cover Letters, and Applying OnlineBruce Bennett
This webinar showcases resume styles and the elements that go into building your resume. Every job application requires unique skills, and this session will show you how to improve your resume to match the jobs to which you are applying. Additionally, we will discuss cover letters and learn about ideas to include. Every job application requires unique skills so learn ways to give you the best chance of success when applying for a new position. Learn how to take advantage of all the features when uploading a job application to a company’s applicant tracking system.
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more