This document summarizes Pacific Blue Cross's use of meditation and mindfulness training to help employees cope with a major technology and business transformation project. Over 7 years, the project impacted all departments and business processes. To build resilience, the company began offering weekly meditation classes in 2011, which grew from 12 to 190 employees (26% of the organization). Leading up to the 2014 launch, classes focused on guiding employees through the change process. A post-implementation survey found meditation reduced stress and helped employees commit to the transition calmly despite challenges. The program continues to be popular due to reported stress reduction benefits.
Community of Practice - Self Care for Change PractitionersProsci ANZ
Being involved in change can be exciting and exhausting and for us to be of service to others, we need to regularly take stock of how WE are and build our resilience.
This 60 min webinar will give you tips and tricks on how you can refresh your energy and passion and build the resilience you need to perform at your best.
ANI | How to cultivate more personal agility in remote setup | Jaisankar T S ...AgileNetwork
Abstract:
The session would define and detail what is Agility and what is personal Agility. How the mindset of an individual influence personal agility. How remote set-up “supports and acts against” in development of personal agility. How to maximize the support of remote set-up and how to address the challenges of remote set-up in order to improve the personal agility.
Key Takeaways:
1. Understand personal agility and it’s the importance
2. How one’s mindset is a key factor to influence the personal agility
3. How the remote set-up promotes and impedes the personal agility
4. How to maximize the remote set-up for personal agility improvement
5. How to turn-around the challenges of remote set-up into our favour towards personal development. How to measure that we are progressing into it
How To Be an Influential Kaizen Coach - Joe Swartz & Mark GrabanKaiNexus
In this webinar, Mark Graban & Joe Swartz, co-authors of the Shingo Award-winning book Healthcare Kaizen will discuss:
- Why coaching matters to your organization, leaders, and staff
- Practical methods for coaching staff and leaders
- How to develop people to be better improvement facilitators
- Numerous coaching scenarios and examples from Franciscan St. Francis Health and other organizations and other industries
- Key coaching fundamentals used at Franciscan
When Leaders Collaborate: Finding the A-Ha Moments that Lead to Lean Transfor...KaiNexus
A KaiNexus Webinar from November 29 from 1:00 - 2:00 pm ET
Presented by... John Toussaint, MD and Paul Pejsa of Catalysis
In this webinar you will:
Discover the three primary benefits of collaborating with peers
Hear real-world examples of lean collaboration results
Create an action plan to enhance your collaborating to drive lean transformation
Community of Practice - Self Care for Change PractitionersProsci ANZ
Being involved in change can be exciting and exhausting and for us to be of service to others, we need to regularly take stock of how WE are and build our resilience.
This 60 min webinar will give you tips and tricks on how you can refresh your energy and passion and build the resilience you need to perform at your best.
ANI | How to cultivate more personal agility in remote setup | Jaisankar T S ...AgileNetwork
Abstract:
The session would define and detail what is Agility and what is personal Agility. How the mindset of an individual influence personal agility. How remote set-up “supports and acts against” in development of personal agility. How to maximize the support of remote set-up and how to address the challenges of remote set-up in order to improve the personal agility.
Key Takeaways:
1. Understand personal agility and it’s the importance
2. How one’s mindset is a key factor to influence the personal agility
3. How the remote set-up promotes and impedes the personal agility
4. How to maximize the remote set-up for personal agility improvement
5. How to turn-around the challenges of remote set-up into our favour towards personal development. How to measure that we are progressing into it
How To Be an Influential Kaizen Coach - Joe Swartz & Mark GrabanKaiNexus
In this webinar, Mark Graban & Joe Swartz, co-authors of the Shingo Award-winning book Healthcare Kaizen will discuss:
- Why coaching matters to your organization, leaders, and staff
- Practical methods for coaching staff and leaders
- How to develop people to be better improvement facilitators
- Numerous coaching scenarios and examples from Franciscan St. Francis Health and other organizations and other industries
- Key coaching fundamentals used at Franciscan
When Leaders Collaborate: Finding the A-Ha Moments that Lead to Lean Transfor...KaiNexus
A KaiNexus Webinar from November 29 from 1:00 - 2:00 pm ET
Presented by... John Toussaint, MD and Paul Pejsa of Catalysis
In this webinar you will:
Discover the three primary benefits of collaborating with peers
Hear real-world examples of lean collaboration results
Create an action plan to enhance your collaborating to drive lean transformation
TWI and Kata: Skill Patterns to Develop a Culture of CoachingKaiNexus
A webinar presented by Oscar Roche, hosted and moderated by Mark Graban of KaiNexus.
Oscar Roche will discuss how learning and developing the skills provided by the practices of Training within Industry (TWI) and Kata behaviors will develop good coaching practices while simultaneously developing the culture and actual practice of process improvement in your organization.
You will learn:
The basics of TWI and Kata practices
How these skills directly impact an improvement culture.
How the development of TWI and Kata develop coaching skills and practices.
How coaching plays a key role in the developing a lean culture.
Becoming the Change:Leadership Behavior Strategies for Continuous Improvemen...KaiNexus
Presented by John Toussaint, MD, and Kim Barnas from Catalysis
In this webinar, you will learn:
A method for self-assessment of fundamental behavior
How to use A3 format as a personal improvement plan
This webinar serves as a bit of a preview of their upcoming book of the same title, due out September 1st -- pre-order now!
Using Hoshin Kanri to Align and Coordinate Your Lean StrategyKaiNexus
A webinar hosted by KaiNexus, presented by:
Joanna Omi
Consulting Director | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Consulting Partner | Rona Consulting Group, the Lean practice of Moss Adams
In this webinar you will learn:
How the Hoshin practice evolves over time
When to use an X-Matrix vs. an A3
The relationship between visual management and Hoshin Kanri
The relationship between developing people and the must-do, can’t fail few Hoshins
On the surface, workplace inclusion might appear basic, but by peeking just below the surface, you’ll find that inclusion is a complicated, robust, and even confusing concept. This webinar uncovers the habit model that can be adopted organization-wide, empowering any employee to drive inclusion. From understanding your role in inclusion, to how your peers play a crucial role, you’ll come out with a better understanding why inclusion is important in today’s business.
Presented by
Sarah Baker, Consultant & Facilitator, IQC
In this webinar you will:
Understand the important components of buy-in
Learn the 4-step process to get buy-in
Reflect on the challenges and benefits of buy-in that relates to you
Sarah Baker
Sarah is a Consultant & Facilitator at IQC. She has an MS in Industrial and Organizational Psychology and a BA in Philosophy and Psychology. Sarah challenges and inspires others to think critically and shift toward more effective perspectives. Her thoughtfulness, enthusiasm, and passion for learning support her in providing excellent work. As a facilitator, she uses philosophy and psychology techniques to inspire growth and excellence.
Areas of Expertise: Industrial and Organizational Psychology, Philosophy, Personal Leadership, Leadership Development, Curriculum Design, and Facilitation
Proving The Value of Internal Communications - Ragan Webinar with Encompass H...Limeade
Many Communications professionals are aiming to take on a more thoughtful approach to communication, focusing on delivering messages in a simple, compelling and relevant way.
This webinar, co-hosted by Lindsay Lagreid, Solution Architect at Limeade and Alyssa Hagan, Associate Director of Internal Comms and Engagement at Encompass Health Corp., delves into several key strategies that will help your organization deliver valued communication.
You will learn:
• How to build bridges across departments as a strategic partner
• How to create a mobile-first communications program that inspires
• Strategies for measuring impact and proving value to top leaders
• Ideas for delivering corporate messages while giving local teams a voice
• Examples of turning everyday actions into engaging activities
More than experience or training, resilience in the face of stressful situations and rapid changes determines whether you ultimately succeed or fail in the workplace. Learn the key skills involved in increasing resilience, and the four types of presence you must cultivate.
When Post-Its Didn't Cut it Anymore: How a Hospital Adopted KaiNexusKaiNexus
Hosted by Mark Graban of KaiNexus and presented by Tania Lyon
November 30 from 1:00 - 2:00 pm EDT
In this webinar, you will learn:
The preconditions for a successful rollout
The levers for driving KaiNexus adoption
How to develop and rely on the organizational helpchain to manage training
Tania Lyon
Dr. Lyon has spent the last 7 years leading St. Clair Hospital, a large award-winning community hospital in Pittsburgh, PA, through a “lean” transformation as their first Director of Organizational Performance Improvement. She has trained over 1600 hospital employees in Toyota principles and methods. Her own background in Lean healthcare comes from 5 years with the nonprofit Pittsburgh Regional Health Initiative (PRHI) where she helped to develop their nationally acclaimed curriculum for health care professionals and coached lean improvement efforts in a variety of healthcare settings. Dr. Lyon is also interested in Lean Healthcare applications for low resource settings like hospitals in Malawi and Haiti. She earned her PhD in Sociology from Princeton University and her BA in Peace and Conflict Studies from U.C. Berkeley and has two charming daughters who have thus far resisted all efforts to apply the Toyota Way to their rooms.
So You Want to be Supportive in a Crisis...Limeade
A recent Gartner poll shows that 88% of organizations in the U.S. have encouraged or required employees to work remotely due to coronavirus. That means millions of employees were forced to change the way they live and work almost overnight, and employers were faced with new and challenging ways to support and manage their workforces. Long time partners, Fitbit Health Solutions and Limeade come together to discuss the ways in which our companies are supporting both individuals and organizations through this unprecedented time.
Deliver Excellent Service to your CustomersRahul Singh
A talk on how our team strives to work better for our customers by focusing, prioritizing, and improving. Learn how we are learning, having fun, and making products while serving our clients.
Workplace Mental Health Institute e-Brochure - Helping You Create Mentally Healthy Workplaces. The Workplace Mental Health Institute provides a boutique educational resource for
managers serious about creating immediate and sustainable changes for their organisation’s mental health.
As corporate wellness has matured from anti-smoking efforts and onsite gyms to today’s focus on overall employee well-being, so have the data and science to back it up. While many may think of well-being as “fluff” – the science behind it proves otherwise.
In these webinar slides, Limeade Chief People Officer Dr. Laura Hamill dives deep into the science of well-being.
‘Service Excellence at Workplace and organizations’ is a management strategy for success towards excellence with total customer satisfaction.
Discover how these organizations achieved workplace excellence and put these strategies and best practices into action within your organization.
Intermediate Draft
Stacey Schultz
BUS4802
Change Management
Capella University
Purpose of Team Development Meeting
Our wellness program has previously been referred to as the Achieving Better Health Wellness Program. With the launch of our new wellness program, we are rebranding our program. The new name of this program should reflect the values of the wellness committee as well as those of the company as it promotes the education of employees about wellness objectives and opportunities.
This team has been assembled to become champions for the new and improved wellness program. This committee has been established to promote a culture of safety and wellness among the company’s employees and their families. Safety is a top priority, and we recognize the direct connection between health and safety.
Responsibilities will include, but not be limited to the following:
· Brainstorm and collaborate with peers to create and promote wellness and safety opportunities within Air Liquide.
· Assist/facilitate wellness challenge administration
· Identify opportunities to encourage and support well-being among coworkers to promote preventative care, well-checks and disease management
Participants
Team Leader –
· Stacey Schultz is a buyer in our Chanhassen office and her favorite activity is yoga.
Team Members –
· Becky Riesgraf works in human resources in our Chanhassen office and her favorite activity is walking
· Amanda Whalen is a Business Analysis in our Dallas office and her favorite activity is running.
· Matt Anderson is in the Dallas office and is a Mechanical Engineer with his favorite activity as softball.
· Nicole Feist is a marketing coordinator in the Chanhassen office with boxing as her favorite activity.
· Mark Stang is a Project Manager in our Chanhassen office and his favorite activity is weight lifting.
Change Management
Change is scary; there is no doubt about it. We were scared to leave our parents homes for the real world. We are scared to leave relationships and jobs or start new ones for fear of the unknown. Sometimes you just need to jump in with both feet and face the unexpected; it might be the next best thing.
Change is endless and constant. We have no choice in the matter except for one aspect; mastering our ability to adapt and to learn. In short, the single most important reason for change mastery is survival. Nature has provided us with many examples of species that have adapted over millions of years in order to survive and thrive until this day. Modern man is one of those examples of adaptation and survival. We as a species did not become the pinnacle of creation by waiting for mutations or relying on physical strength. We mastered our ability to apply what we learned and adapt accordingly.
The first part of each change management is to shift a negative view, a resistance to the change. The second part is to create more positive spin, looking at the change with open eyes. By shifting your focus.
TWI and Kata: Skill Patterns to Develop a Culture of CoachingKaiNexus
A webinar presented by Oscar Roche, hosted and moderated by Mark Graban of KaiNexus.
Oscar Roche will discuss how learning and developing the skills provided by the practices of Training within Industry (TWI) and Kata behaviors will develop good coaching practices while simultaneously developing the culture and actual practice of process improvement in your organization.
You will learn:
The basics of TWI and Kata practices
How these skills directly impact an improvement culture.
How the development of TWI and Kata develop coaching skills and practices.
How coaching plays a key role in the developing a lean culture.
Becoming the Change:Leadership Behavior Strategies for Continuous Improvemen...KaiNexus
Presented by John Toussaint, MD, and Kim Barnas from Catalysis
In this webinar, you will learn:
A method for self-assessment of fundamental behavior
How to use A3 format as a personal improvement plan
This webinar serves as a bit of a preview of their upcoming book of the same title, due out September 1st -- pre-order now!
Using Hoshin Kanri to Align and Coordinate Your Lean StrategyKaiNexus
A webinar hosted by KaiNexus, presented by:
Joanna Omi
Consulting Director | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Consulting Partner | Rona Consulting Group, the Lean practice of Moss Adams
In this webinar you will learn:
How the Hoshin practice evolves over time
When to use an X-Matrix vs. an A3
The relationship between visual management and Hoshin Kanri
The relationship between developing people and the must-do, can’t fail few Hoshins
On the surface, workplace inclusion might appear basic, but by peeking just below the surface, you’ll find that inclusion is a complicated, robust, and even confusing concept. This webinar uncovers the habit model that can be adopted organization-wide, empowering any employee to drive inclusion. From understanding your role in inclusion, to how your peers play a crucial role, you’ll come out with a better understanding why inclusion is important in today’s business.
Presented by
Sarah Baker, Consultant & Facilitator, IQC
In this webinar you will:
Understand the important components of buy-in
Learn the 4-step process to get buy-in
Reflect on the challenges and benefits of buy-in that relates to you
Sarah Baker
Sarah is a Consultant & Facilitator at IQC. She has an MS in Industrial and Organizational Psychology and a BA in Philosophy and Psychology. Sarah challenges and inspires others to think critically and shift toward more effective perspectives. Her thoughtfulness, enthusiasm, and passion for learning support her in providing excellent work. As a facilitator, she uses philosophy and psychology techniques to inspire growth and excellence.
Areas of Expertise: Industrial and Organizational Psychology, Philosophy, Personal Leadership, Leadership Development, Curriculum Design, and Facilitation
Proving The Value of Internal Communications - Ragan Webinar with Encompass H...Limeade
Many Communications professionals are aiming to take on a more thoughtful approach to communication, focusing on delivering messages in a simple, compelling and relevant way.
This webinar, co-hosted by Lindsay Lagreid, Solution Architect at Limeade and Alyssa Hagan, Associate Director of Internal Comms and Engagement at Encompass Health Corp., delves into several key strategies that will help your organization deliver valued communication.
You will learn:
• How to build bridges across departments as a strategic partner
• How to create a mobile-first communications program that inspires
• Strategies for measuring impact and proving value to top leaders
• Ideas for delivering corporate messages while giving local teams a voice
• Examples of turning everyday actions into engaging activities
More than experience or training, resilience in the face of stressful situations and rapid changes determines whether you ultimately succeed or fail in the workplace. Learn the key skills involved in increasing resilience, and the four types of presence you must cultivate.
When Post-Its Didn't Cut it Anymore: How a Hospital Adopted KaiNexusKaiNexus
Hosted by Mark Graban of KaiNexus and presented by Tania Lyon
November 30 from 1:00 - 2:00 pm EDT
In this webinar, you will learn:
The preconditions for a successful rollout
The levers for driving KaiNexus adoption
How to develop and rely on the organizational helpchain to manage training
Tania Lyon
Dr. Lyon has spent the last 7 years leading St. Clair Hospital, a large award-winning community hospital in Pittsburgh, PA, through a “lean” transformation as their first Director of Organizational Performance Improvement. She has trained over 1600 hospital employees in Toyota principles and methods. Her own background in Lean healthcare comes from 5 years with the nonprofit Pittsburgh Regional Health Initiative (PRHI) where she helped to develop their nationally acclaimed curriculum for health care professionals and coached lean improvement efforts in a variety of healthcare settings. Dr. Lyon is also interested in Lean Healthcare applications for low resource settings like hospitals in Malawi and Haiti. She earned her PhD in Sociology from Princeton University and her BA in Peace and Conflict Studies from U.C. Berkeley and has two charming daughters who have thus far resisted all efforts to apply the Toyota Way to their rooms.
So You Want to be Supportive in a Crisis...Limeade
A recent Gartner poll shows that 88% of organizations in the U.S. have encouraged or required employees to work remotely due to coronavirus. That means millions of employees were forced to change the way they live and work almost overnight, and employers were faced with new and challenging ways to support and manage their workforces. Long time partners, Fitbit Health Solutions and Limeade come together to discuss the ways in which our companies are supporting both individuals and organizations through this unprecedented time.
Deliver Excellent Service to your CustomersRahul Singh
A talk on how our team strives to work better for our customers by focusing, prioritizing, and improving. Learn how we are learning, having fun, and making products while serving our clients.
Workplace Mental Health Institute e-Brochure - Helping You Create Mentally Healthy Workplaces. The Workplace Mental Health Institute provides a boutique educational resource for
managers serious about creating immediate and sustainable changes for their organisation’s mental health.
As corporate wellness has matured from anti-smoking efforts and onsite gyms to today’s focus on overall employee well-being, so have the data and science to back it up. While many may think of well-being as “fluff” – the science behind it proves otherwise.
In these webinar slides, Limeade Chief People Officer Dr. Laura Hamill dives deep into the science of well-being.
‘Service Excellence at Workplace and organizations’ is a management strategy for success towards excellence with total customer satisfaction.
Discover how these organizations achieved workplace excellence and put these strategies and best practices into action within your organization.
Intermediate Draft
Stacey Schultz
BUS4802
Change Management
Capella University
Purpose of Team Development Meeting
Our wellness program has previously been referred to as the Achieving Better Health Wellness Program. With the launch of our new wellness program, we are rebranding our program. The new name of this program should reflect the values of the wellness committee as well as those of the company as it promotes the education of employees about wellness objectives and opportunities.
This team has been assembled to become champions for the new and improved wellness program. This committee has been established to promote a culture of safety and wellness among the company’s employees and their families. Safety is a top priority, and we recognize the direct connection between health and safety.
Responsibilities will include, but not be limited to the following:
· Brainstorm and collaborate with peers to create and promote wellness and safety opportunities within Air Liquide.
· Assist/facilitate wellness challenge administration
· Identify opportunities to encourage and support well-being among coworkers to promote preventative care, well-checks and disease management
Participants
Team Leader –
· Stacey Schultz is a buyer in our Chanhassen office and her favorite activity is yoga.
Team Members –
· Becky Riesgraf works in human resources in our Chanhassen office and her favorite activity is walking
· Amanda Whalen is a Business Analysis in our Dallas office and her favorite activity is running.
· Matt Anderson is in the Dallas office and is a Mechanical Engineer with his favorite activity as softball.
· Nicole Feist is a marketing coordinator in the Chanhassen office with boxing as her favorite activity.
· Mark Stang is a Project Manager in our Chanhassen office and his favorite activity is weight lifting.
Change Management
Change is scary; there is no doubt about it. We were scared to leave our parents homes for the real world. We are scared to leave relationships and jobs or start new ones for fear of the unknown. Sometimes you just need to jump in with both feet and face the unexpected; it might be the next best thing.
Change is endless and constant. We have no choice in the matter except for one aspect; mastering our ability to adapt and to learn. In short, the single most important reason for change mastery is survival. Nature has provided us with many examples of species that have adapted over millions of years in order to survive and thrive until this day. Modern man is one of those examples of adaptation and survival. We as a species did not become the pinnacle of creation by waiting for mutations or relying on physical strength. We mastered our ability to apply what we learned and adapt accordingly.
The first part of each change management is to shift a negative view, a resistance to the change. The second part is to create more positive spin, looking at the change with open eyes. By shifting your focus.
Nexus rounds out the year with recaps on all major achievements throughout 2016. Several events filled the sites with joy during the holiday season, and included support from the community.
Taking a Look in the MirrorShare an example of a significant.docxperryk1
Taking a Look in the Mirror
Share an example of a significant change initiative that you were involved in at your current or former workplace.
What roles and responsibilities did you have in the change initiative?
Were you an eager supporter, neutral/passive, or an active resister of the change?
What influenced your support or resistance to the change? Think about factors like:
The people leading the change
The communication and messaging about the change
The personal impact on your career
Your beliefs about whether the change was needed and/or appropriate
Was the change initiative successful or not?
What were some key factors that led to the outcomes?
Post your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates' initial posts by Sunday, midnight of your time zone.
1st response
Isis Evans
RE: Week 2 Discussion
COLLAPSE
The example of a significant change initiative that I will be using in this discussion occurred during my time at COMHAR. The “significant change initiative” involved all employees and the new Human Resources Software that the company had just purchased.
My primary role and responsibility in the change initiative involved learning all I needed to learn about the new HR Software and then teaching what I learned to the COMHAR supervisors.
I was an eager supporter of the change! As Lead Recruiter, I was extremely excited that the new HRS included an Applicant Tracking System that would help make my recruiting job a lot easier.
The following factors positively influenced my support for the change:
The CEO, Board of Directors, and HR Director’s trust in the HR Department to lead the change.
The personal impact that this change had on my career was positive because I learned about a new Human Resource System, and it made the Recruiting aspect of my job easier.
Yes, I firmly believe that this change was needed and appropriate for the company.
The change initiative was successful, and we were able to measure our success through the Applicant Tracking System. Thanks to the change initiative, the HR Department cut down the screening process time while still maintaining a suitable candidate pool.
“Lack of candor basically blocks smart ideas, fast action, and good people contributing all the stuff they’ve got” (Welch, 1). The key factors in this change initiative that led to this positive outcome were trust and candor. Because we had already established a trustworthy relationship with our employees, they were more open to the change. They trusted our feedback, just like we trusted theirs.
Sources:
Welch, Jack. (2005). Winning. Harper Business. Pg. 25.
2nd response
Alesia Wallace
RE: Week 2 Discussion
COLLAPSE
Hi Class and Professor,
Personally, as an individual, I can relate to some, but not all questions, but I can say in my recent job as a group was part of a change in how we serve our customers. The change was part of our PQF.
Change Community of Practice Webinar - June: Where to start? First steps for ...Prosci ANZ
Congratulations on your new role as a Change Manager! It's challenging, exciting and a little daunting. Perhaps you're in a dedicated change role, or you're in a hybrid role with other responsibilities. You might be new to change, or a seasoned professional from a related discipline such as Project Management, Communications or HR.
Where do you start?
In this interactive webinar, we will cover:
Change Management - the new kid on the block
Recap on the role of the Change Practitioner and other key change roles
Snapshot of Prosci Best Practices
Common challenges
Top 5 tips from our consulting team
Article by Dr Mary Haynes about her agency's journey to a recovery orientation via CDOI and PCOMS published in the SAMHSA Recovery to Practice Newsletter.
This brochure describes the EAP (employee assistance programme) wellbeing we offer to businesses. It outlines our unique Life Design Package which combines counselling and coaching in Somerset and North Devon.
Please contact us for costs of the service. We offer a pay as you go package so suitable for both small and large employers.
Kanban: definition, values, agendas and metricsPaulo Bischof
Kanban is a method for defining, managing, and improving services that deliver knowledge work, such as professional services, creative endeavors, and the design of both physical and software products.
Future Talent Strategies: how to keep employees engagedHavas People
Patti Clifford, Global Chief Talent Officer at Havas Worldwide, shares some of the strategies and programmes they are following to keep talent engaged.
View the Havas Lofts blog here https://medium.com/havas-lofts/
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
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2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
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Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptx
Meditation: A Powerful Change Management Tool
1. Wendy Quan, Pacific Blue Cross, November 29, 2014
ACMP Change Management 2015
April 12 – 15, 2015 – Las Vegas, NV, USA
Meditation: A Powerful Change Management
Tool
Resiliency during a Major Change through Meditation & Mindfulness
By
Wendy Quan, Pacific Blue Cross
2. Wendy Quan, Pacific Blue Cross, November 29, 2014
ACMP Change Management 2015
April 12 – 15, 2015 – Las Vegas, NV, USA
Executive Summary
Pacific Blue Cross has recently undergone the
largest technology and business transformation
in the history of the organization. This was a
seven year project, affecting every department,
most business processes, and how we do our
jobs.
We started offering weekly lunch time
meditation and mindfulness classes in early
2011, and the participation level has grown
from 12 to 190 employees (representing 26% of
the organization). It has become part of our
culture and has the highest participation rate of
all health and wellness activities offered in our
organization.
Leading up to our large transformation project
which went live in April 2014, I wanted to
capitalize on the employee’s engagement of
meditation and mindfulness. Specifically, I
based each session’s introductory talk on the
Prosci ADKAR model for individual change. For
the months leading up to and after the
implementation, I geared the classes towards
guiding people to experience the journey they
wanted to have, rather than feel like a victim or
that they had no control.
I hypothesized that the success we had to date
would benefit participants by helping them
through the large transformation with more
resilience and less stress. In turn, this would
reduce the organization’s risk from a people
perspective.
At the six month post-implementation mark, a
participant survey was conducted which
demonstrated the undeniable benefits that
meditation and mindfulness has had on our
employee population.
Even amidst the typical technology and
business process issues that most large
implementations have, our staff went through
the height of the transition phase with strong
commitment and calm. This paper explains our
journey.
The Challenge: Getting
employees through the largest
transformation in the
company’s history
This paper is not about common change
management strategies, it is about a unique
and innovative way that we used to build
employee resiliency to change and reduce
stress.
Pacific Blue Cross has been British Columbia's
leading benefits provider for over 70 years.
Together with BC Life, our subsidiary, we
provide health, dental, life, disability and travel
coverage for approximately 1.5 million British
Columbians through employee group plans and
individual plans for those who do not have
coverage with their employer.
In April 2014, Pacific Blue Cross implemented
its largest technology and business
transformation in the history of the organization.
This new system replaced 25 disparate
systems that managed our enrollment,
administration, claims and billing functions – the
administration heart of the organization. The
new system, called ‘ACES’, replaced multiple
mainframe systems with a Windows-based
client server system. This seven year project
substantially impacted business processes,
how people do their jobs, and changed the way
we interact with our clients. Pacific Blue Cross
had 730 people to help through this massive
change. Our unionized employees had little
experience going through change and most
were long term employees (20+ years) in
production type clerical roles.
At eight months post-implementation, we are
now able to share how our meditation and
mindfulness program positively helped people
through this transformation.
As the Change Manager at Pacific Blue Cross, I
was part of a Business Readiness Team that
did a superb job of preparing the organization
for the change from a business readiness,
training and communication perspective.
3. Wendy Quan, Pacific Blue Cross, November 29, 2014
ACMP Change Management 2015
April 12 – 15, 2015 – Las Vegas, NV, USA
From the start of this project in 2007 until now,
the change management competency of our
management team has risen to a solid level.
Much emphasis was directed to business
readiness, which was well-planned, right down
to cutover checklists. This ensured each
business area knew what to do during the go-
live period. Even with our skilled management
team and detailed business readiness plans,
we still had a significant challenge ahead of us.
Along our journey, we experienced four delays
in the project’s go-live date. A new CEO arrived
in the company. Stress and burnout were
mounting. People’s vacations were cancelled,
anxiety increased and cynicism grew about
whether we would ever go live.
Even with our diligent business readiness and
change management plans, people were fearful
about the magnitude of this project and how it
would impact the organization, jobs and our
client community.
Pacific Blue Cross has an exceptional internal
offering of ongoing health & wellness programs
including: yoga, onsite gym, onsite health
clinics, flu shots, educational Lunch & Learns,
health challenges, health fairs, an employee
assistance program, and so on. Even with this
rich set of health & wellness offerings, the
anxiety and fear level about the upcoming
change was evident. Participation levels in
these programs started to decline as the
implementation drew near.
We knew we had to keep people committed
and calm to get through the massive transition.
The risks were significant if we didn’t and
included:
• Unmanaged stress that could lead to
toxic behaviors affecting the work
environment, performance, absenteeism
and disability leaves.
• Inability to focus and learn the new
systems could affect user adoption and
proficiency.
• Poor client relations which would affect
our reputation.
A powerful change
management tool – the use of
Meditation and Mindfulness
In early 2011, about half way through the
project, I introduced a practice within the
organization that was seen as unusual at the
time.
I had just returned to work after dealing with a
cancer diagnosis, and told many co-workers of
my experience with meditation and
mindfulness. This practice had given me a
whole new perspective on life, and gave me the
calm and resilience that carried me through the
cancer journey.
Through many years of practice, attending
workshops and courses, and participating in
various groups, I had gained a tremendous
amount of knowledge and experience about
meditation and mindfulness. My co-workers
asked me to teach them what I knew.
I began a modest weekly meditation group at
work for twelve people, which included two
senior vice presidents. I taught basic meditation
and mindfulness techniques in a non-religious
fashion, and quickly learned what worked well
to get beginners interested and develop
confidence in their own practice.
I developed a ‘Learn to Meditate’ curriculum
geared towards beginners and made it
applicable to the workplace. It was important to
make it non-religious, easy to attend and offer
people options so they could sit in office chairs
or use meditation props if they desired.
The light bulb went on for me: meditation and
mindfulness is much more than a personal life
practice. It is also a unique change
management technique that can shift people’s
perceptions, attitudes and behaviors about what
they are going through at work. The benefits
that my students were sharing with me
indicated that their state of being, and often
their outward behavior, had changed since
starting a meditation and mindfulness practice.
4. Wendy Quan, Pacific Blue Cross, November 29, 2014
ACMP Change Management 2015
April 12 – 15, 2015 – Las Vegas, NV, USA
With so many reported benefits, it was
challenging to succinctly describe this. But
simply put, it was increasing resiliency &
reducing stress.
In a few short months, the twelve participants
reported many wonderful benefits and began to
share their experiences with co-workers. A
natural grassroots groundswell began with very
little effort.
I then opened up the program to everyone in
the organization (approx. 730 employees,
including external consultants). I felt it was
important to include consultants as I saw them
as our partners and they, too, needed benefits
from the classes.
The participation list grew steadily over time:
• By May 2011, four months later, the
class grew to 42 people.
• By January 2012, one year later, the
class grew to 75 people.
• Today, November 2014, almost four
years later, 190 people are registered.
This represents 26% of the organization.
I attribute the popularity of the program to the
fact that when people experience such
profound benefits (see figures below), they are
likely to tell other people. Also, I often shared
the remarkable survey results around the
company, and that captured people’s attention.
Most people are seeking ways to reduce stress
and make their lives easier.
How classes are run
The meditation and mindfulness classes are
designed for easy attendance and broad appeal
to everyone, regardless of experience level.
This is a non-religious program, so there is no
conflict with anyone’s personal belief system.
Here are the key components of the program:
• Newcomers attend a 30-minute
introduction that teaches basic
foundation for meditation posture,
attitude, and technique.
• Weekly 30 minute class, at lunch time.
• Class starts with a 5-10 minute
talk/lesson to settle people in, and
instructs on the meditation that is about
to begin.
• The meditation is guided for 15-20
minutes, leaving a few minutes at the
end of the session for questions and
comments.
• Each class teaches a new concept or
reinforces a previously taught meditation
or mindfulness technique. This allows
participants to find what works best for
them. The variety also keeps the
interest level high.
• Participants must register, but
attendance is a drop-in format with no
obligation.
• I run this on a volunteer basis.
• A minimum $2 donation per class is
collected, which is donated to holistic
health and cancer causes.
Although the skills taught and practiced in class
apply to both our work and personal lives, I
often talk about common work examples that
cause stress in the workplace. For example, I
refer to the changes that the organization is
going through and how it may impact jobs,
processes and technologies. Then, I ask the
participants to become aware of how they are
reacting to such stresses; the simple act of
becoming self-aware is an important step to
making a decision on how they will choose to
react.
The Vision
With the obvious success of the meditation
program prior to the project’s implementation, I
made a very intentional decision to see how this
practice would specifically help people through
our big transformation.
5. Wendy Quan, Pacific Blue Cross, November 29, 2014
ACMP Change Management 2015
April 12 – 15, 2015 – Las Vegas, NV, USA
The vision was to:
• Reduce stress and increase their
personal resiliency.
• Focus clearly on people’s self-
awareness and reactions through the
transition, hoping it would help
participants, and have a ripple effect
across the organization.
• Benefit the organization by having
people calm and committed through the
implementation.
The Action
In the months leading up to the project’s
implementation date, the focus of the
introductory talk/lesson at the beginning of each
class was to specifically address the large
transformation from the individual, personal
perspective.
This included:
• Becoming very self-aware of one’s own
perceptions about the change.
• Learning to mindfully choose their
reactions.
• Using mindfulness techniques to
become present through their day, and
practice non-judgment.
• Recognizing emotions and being
mindful of behaviors at work and at
home.
• Creating a feeling of community that we
are all in this together. We had a change
management theme of ‘All Hands on
Deck’ for go-live.
• Cultivating calmness and improving
clarity of thought and focus through
meditation.
I openly and directly addressed many of the
rumors and situations that were occurring
around the office regarding the project. I
discussed these issues and how the use of
meditation and mindfulness could help them
deal with these. This significantly helped the
participants improve their ability to journey
through the change.
I designed my introductory talks at the
beginning of the sessions based on Prosci’s
ADKAR model for individual change. For
example, ‘Awareness’ was discussed as taking
the time to become self-aware of how much
they understood the change, how they were
reacting to the change, and how their reactions
affected their emotions and outward behaviors.
‘Desire’ was discussed as reflecting on whether
they made a conscious decision to support the
change, etc.
Many reported that their perception and
mindset regarding the project shifted, and they
were better able to manage their own
experience, regardless of what was going on
around them.
On the day of ‘go-live’, silicone ‘reminder
bracelets’ were distributed to all employees,
regardless of whether they were meditation
class participants. These silicone bracelets had
the words ‘Perspective, Breathe, Calm’
imprinted on them. The meditation participants
had been involved in selecting the words for the
bracelets. Note that ‘Pacific Blue Cross’ is
abbreviated as ‘PBC’, so the meditation
participants chose ‘Perspective, Breathe,
Calm’. The bracelets were introduced as a way
to remind people to be mindful as we went
through the implementation. An accompanying
card was distributed with the bracelet stating:
• Choose your Perspective
• Remember to Breathe
• Be Calm
The Outcome
The action plan had remarkable results.
The project’s implementation experienced
typical challenges, common with any project of
this magnitude. We had many technological
issues high call volumes, and lots of overtime to
keep up with the activity. Employees were very
tired.
6. Wendy Quan, Pacific Blue Cross, November 29, 2014
ACMP Change Management 2015
April 12 – 15, 2015 – Las Vegas, NV, USA
Staff and management, however, remained
calm and committed, and the ‘All Hands On
Deck’ approach was apparent.
We created a well-crafted guide for people
leaders called ‘Guiding Employees Through
ACES’. The purpose was to provide guidance
and support to people leaders in recognizing
distress and employees who are struggling with
the change. The guide provided them with
suggested ways to handle such situations and
how to escalate people issues to Human
Resources. We were pleasantly surprised that
not one instance occurred where an employee
issue needed to be escalated.
There was a surprising calmness throughout
the organization during implementation and the
calmness continues now, at eight months post-
implementation. There is still a high number of
technology and business process issues to be
resolved, so we’re not out of the woods yet.
The degree of commitment and calmness,
however, is very evident across the
organization.
On balance, it is important to note that the
implementation was not ‘rosy’ across the entire
organization. There have been pockets of the
company that were hit hard, dealing with huge
backlogs, high call volumes, technical and
business process issues and angry customers.
The point is that even with such pressures, the
blanket of overall calmness has been steady. .
People have essentially been able to self-
manage through this difficult time.
In the weeks leading up to and after
implementation, e attendance was high at the
weekly meditation classes. This was very
positive, give that people were extremely busy,
and missed other health and wellness activities.
This confirms the priority people gave to this
practice.
The Metrics:
There are countless, wonderful anecdotal
stories from participants as to how this practice
has benefited their lives. Quantifying the
measurable benefits, however, is challenging.
Despite this, the charts and feedback below are
compelling.
The following results are from a survey
conducted in September 2014, six months post-
implementation:
• 190 registered participants were invited
to respond.
• 85 people responded.
• Results below represents 65 people
who have attended class at least five
times.
Figure 1 - Stress
7. Wendy Quan, Pacific Blue Cross, November 29, 2014
ACMP Change Management 2015
April 12 – 15, 2015 – Las Vegas, NV, USA
Figure 2 - Resiliency
Figure 3 – Degree it helped through major transformation
The results show the remarkable and
measurable impact that meditation and
mindfulness has had on the participants.
In particular, in Figure 3, 83% of the
respondents (54 people) said that meditation
and mindfulness moderately to significantly
helped them through the transition.
The most compelling comment provided by a
staff member was:
“This is the single, most important thing the
company has done to help people through the
project. All other things are good (yoga, gym, etc)
but teaching meditation and mindfulness is having
the biggest impact.”
Participant Feedback:
Shown below is representative feedback from
meditation class participants. These comments
come from all levels (front line staff to
executives) and across all departments in the
organization.
1. Just 1/2 hour of meditation a week has helped
put things in perspective.
2. After meditation, I was feeling more confident in
the project.
3. Meditation helped me manage and calm
anxiety over related issues.
4. It helped me to be more focused.
5. I've changed my mindset to worry only about
things that are important to me or something
that I can do something about.
6. I've only been to two classes and I'm already
making different choices on how I choose to
react or behave. I know I'm just starting but the
impact is so profound I feel I can already see my
life in terms of before discovering meditation
and after.
7. I think it has helped the most in dealing with
other people. I think more about the situation(s)
for a few moments internally rather than just
reacting.
8. I have been able to take situations that would
have stopped me cold in the past, and calmly,
through meditation and mindfulness, approach
the situation with less stress, anxiety and clearly
move forward in a positive way. Having learned
mindful presence has made me more here, in
the now. As a result, I have solved situations
with more clarity, focus and positivity.
9. The techniques have allowed me to reduce the
amount of counseling and medication needed to
combat depression.
10. Allow any negative interactions to be let go
easier.
11. Being mindful has allowed me to put the system
change into a whole new perspective. Feeling
8. Wendy Quan, Pacific Blue Cross, November 29, 2014
ACMP Change Management 2015
April 12 – 15, 2015 – Las Vegas, NV, USA
relaxed about the learning the new processes
were vital to my ability to go with the flow.
12. Meditation has helped me in every way, work
and at home. I deal with everyday things so
differently now. I don’t feel as anxious.
13. I was staying relatively calm through all the
transition.
14. I feel more calm and much more willing to
experience whatever comes my way.
15. The "Perspective, Breathe, Calm" bracelet we
were given at Go Live really helped me.
Why this is important to
change management
In change management, we know that people’s
ability and willingness to adopt and accept
change is a critical success factor for a
successful transformation.
Sometimes the best change management
practices are not enough to help people through
a change. In such cases, developing personal
internal strength and resiliency contributes to a
more resilient corporate environment.
Personal resiliency can appear in many forms:
• Coping well with stress and adversity.
• Exhibiting positive behaviors when
faced with challenging situations, such
as communicating one’s concerns
respectfully, asking for help, seeking to
understand, helping others, etc.
• Actively participating rather than
withdrawing or being toxic.
• Ability to ‘bounce back’ quickly after a
setback.
• Self-awareness of one’s own reactions
and choices.
• Remaining calm and professional.
• Avoiding or reducing depression.
As change management practitioners, we know
that successful organizational change happens
one person at a time. Addressing an individual’s
needs can be very difficult for change leaders
for many reasons – lack of time, lack of skills,
etc. Teaching people to become self-aware of
their own thoughts, reactions and emotions
allows them to cultivate their own personal
resiliency.
Spreading into the local
change management
community
I founded a change management group here in
my home town of Vancouver, British Columbia
in 2010. This group has now transformed into
the Vancouver Chapter of the ACMP. I have
had the opportunity to share my journey about
how meditation and mindfulness has had such
an impact on our change management at
Pacific Blue Cross. It has intrigued a number of
change management professionals who are
considering it for their organizations.
Spreading beyond Pacific
Blue Cross
Media attention regarding the proven benefits of
meditation and mindfulness is pervasive. This
has made the subject of meditation come ‘out of
the closet’ and into day-today conversation.
When I started teaching meditation almost four
years ago within Pacific Blue Cross, it was seen
as rather odd. Today many companies are
showing interest. Mental wellness is becoming
more of a focus for organizations.
I have developed a workplace meditation
program with a self-sustaining facilitator training
module so organizations can run ongoing
sessions themselves.
9. Wendy Quan, Pacific Blue Cross, November 29, 2014
ACMP Change Management 2015
April 12 – 15, 2015 – Las Vegas, NV, USA
Conclusion
Since beginning meditation and mindfulness
weekly classes in early 2011, the benefits have
been loud and clear. This has been confirmed,
through surveys, anecdotal conversations and
the sharing of benefits that staff discuss
amongst their co-workers.
This paper is written to not only share the
benefits and how we achieved this, but to show
measurable results in how this practice has
helped people through our large transformation
project. The results are measurable and
remarkable (see Figures 1, 2 and 3).
It is clear to our organization, from management
to front-line staff, that this practice has helped
many people through the change with lowered
stress and increased resiliency. People
generally have remained consistently calm and
committed throughout the implementation, and
we are proud to be able to say the
implementation went very well from a people
perspective.