The cognitive school analyzes how strategists perceive and process information to develop strategies. It focuses on the mental processes of individual strategists and how their thinking preferences shape strategies. However, the cognitive school has limitations and does not provide practical guidance for collective strategy processes or address cognitive biases that can negatively impact decisions.
The document discusses the Design School model of strategy formation. It notes that the Design School seeks to establish a fit between internal capabilities and external possibilities. Key premises of the Design School include that strategy formation should be a deliberate, rational process led by top management. Strengths are that it can reduce ambiguity in stable environments and support strong leadership, but weaknesses include that it may oversimplify reality, be inflexible, and bypass learning. The document provides an overview of the origins, model, premises, contexts, critique, and contributions of the Design School approach to strategy.
The document summarizes the entrepreneurial school of strategic management thought. It focuses on the importance of visionary leadership, with the leader using intuition, experience, and judgment to develop a strategic vision. The entrepreneurial school views strategy as existing in the leader's mind and forming semiconsciously based on the leader's experience. The leader then promotes and implements the vision through close personal control of the organization.
This document discusses strategy formation as a process of negotiation that involves the use of power and politics. It outlines two branches of the "power school" - micro power, which looks at strategy making through political games of bargaining and coalition building among actors within an organization, and macro power, which involves an organization negotiating with and controlling external environmental factors. Key aspects of strategy formation discussed include stakeholder analysis, cooperative strategy making, and how politics can both benefit and hinder the achievement of integrated strategic perspectives within organizations.
Henry Mintzberg's Ten Schools of Thought on Strategic ManagementDavid Tracy
Download full document here:
http://pptlab.com/ppt/Business-Framework-Ten-Schools-of-Thought-36
Developed by Henry Mintzberg, the Ten Schools of Thought framework breaks down the field of Strategic Management into 10 categories, from Positioning to Entrepreneurial to Configuration. This document explains each School, its origins, benefit and limitations, related analyses/frameworks, and other attributes. Also includes PowerPoint templates for illustrating this model in your presentation.
The Design School is the most influential school in the process of strategy formulation. It views strategic formulation as a design process that matches an organization's internal aspects to the external environment. The key premises of the Design School are that strategy formation should be a deliberate, conscious process led by the CEO, and strategies are unique designs. Tools include SWOT analysis and the Ashridge Mission Model. Critiques are that it promotes thought over action and can lead to inflexibility. The Design School model is best applied during major shifts or for new organizations to provide clear direction. Its major contribution is developing vocabulary around grand strategy and the fit between opportunities and capabilities.
The cognitive school analyzes how strategists perceive and process information to develop strategies. It focuses on the mental processes of individual strategists and how their thinking preferences shape strategies. However, the cognitive school has limitations and does not provide practical guidance for collective strategy processes or address cognitive biases that can negatively impact decisions.
The document discusses the Design School model of strategy formation. It notes that the Design School seeks to establish a fit between internal capabilities and external possibilities. Key premises of the Design School include that strategy formation should be a deliberate, rational process led by top management. Strengths are that it can reduce ambiguity in stable environments and support strong leadership, but weaknesses include that it may oversimplify reality, be inflexible, and bypass learning. The document provides an overview of the origins, model, premises, contexts, critique, and contributions of the Design School approach to strategy.
The document summarizes the entrepreneurial school of strategic management thought. It focuses on the importance of visionary leadership, with the leader using intuition, experience, and judgment to develop a strategic vision. The entrepreneurial school views strategy as existing in the leader's mind and forming semiconsciously based on the leader's experience. The leader then promotes and implements the vision through close personal control of the organization.
This document discusses strategy formation as a process of negotiation that involves the use of power and politics. It outlines two branches of the "power school" - micro power, which looks at strategy making through political games of bargaining and coalition building among actors within an organization, and macro power, which involves an organization negotiating with and controlling external environmental factors. Key aspects of strategy formation discussed include stakeholder analysis, cooperative strategy making, and how politics can both benefit and hinder the achievement of integrated strategic perspectives within organizations.
Henry Mintzberg's Ten Schools of Thought on Strategic ManagementDavid Tracy
Download full document here:
http://pptlab.com/ppt/Business-Framework-Ten-Schools-of-Thought-36
Developed by Henry Mintzberg, the Ten Schools of Thought framework breaks down the field of Strategic Management into 10 categories, from Positioning to Entrepreneurial to Configuration. This document explains each School, its origins, benefit and limitations, related analyses/frameworks, and other attributes. Also includes PowerPoint templates for illustrating this model in your presentation.
The Design School is the most influential school in the process of strategy formulation. It views strategic formulation as a design process that matches an organization's internal aspects to the external environment. The key premises of the Design School are that strategy formation should be a deliberate, conscious process led by the CEO, and strategies are unique designs. Tools include SWOT analysis and the Ashridge Mission Model. Critiques are that it promotes thought over action and can lead to inflexibility. The Design School model is best applied during major shifts or for new organizations to provide clear direction. Its major contribution is developing vocabulary around grand strategy and the fit between opportunities and capabilities.
This document summarizes and critiques the Design School model of strategic management. It outlines 7 premises underlying the Design School model, including that strategy formation should be a controlled, conscious process led by the CEO as the sole strategist. It then critiques several aspects of the Design School model. Specifically, it questions separating thinking from action, assuming structure follows strategy, making strategies too explicit which promotes inflexibility, and separating formulation from implementation which detaches thinking from acting. The overall goal is to better understand this influential school of thought and open up broader thinking in the field of strategic management.
The document discusses the metaphor of organizations as "psychic prisons" and how it can help explain unconscious dynamics in organizations. It describes how organizations can act as prisons that trap people through unconscious myths, stories and defense mechanisms that help control fear and anxiety. Several specific "psychic prisons" are outlined, including those relating to repressed sexuality, patriarchal families, death and immortality, anxiety, and an aversion to change. The metaphor's strengths are that it helps explore hidden meanings and patterns of control in organizations, while its weaknesses are that it can overlook the very real constraints of actual prisons.
The document summarizes Henry Mintzberg's 10 Schools of Thought model for categorizing strategic management. The 10 schools are the Design School, Planning School, Positioning School, Entrepreneurial School, Cognitive School, Learning School, Power School, Cultural School, Environmental School, and Configuration School. Each school views strategy formation through a different lens such as a deliberate process, formal process, analytical process, visionary process, mental process, emergent process, negotiation process, collective process, reactive process, and transformational process.
The document discusses the psychic prison metaphor, which depicts how people can become trapped in limited ways of thinking and perceiving reality. It originated with philosopher Plato's allegory of the cave, where prisoners saw only shadows on the cave wall. The metaphor is now used in organizational behavior, with examples like groupthink leading to poor decision making. Understanding organizations through concepts like unconscious desires, family dynamics, and symbols can provide insights, though it also has limitations like neglecting conscious ideological factors.
This chapter discusses managing conflict and negotiations in organizational settings. It defines conflict as occurring when there is a gap between what is desired and experienced. Conflict can be functional and promote problem solving or dysfunctional and harm the organization. The chapter outlines different types of conflict such as personality conflicts and intergroup conflict. It also discusses approaches to managing conflict constructively through techniques like conflict resolution and establishing a psychologically safe climate. Other topics covered include work-life conflict, incivility/bullying, and alternative dispute resolution approaches like mediation and arbitration. The chapter concludes with a discussion of negotiation strategies and managing emotions during negotiations.
What is a Strategy? Michael Porter - Harvard Business ReviewDonny Sitompul
This document discusses the concept of strategy. It defines strategy as creating a unique and valuable market position through choosing different activities than competitors. This requires trade-offs to not do everything. Strategy relies on unique activities and fit among activities to create sustainability. Operational effectiveness alone is not a strategy. Leaders must define the strategy, make trade-offs, and forge fit among activities.
Strategic thinking requires envisioning the future, questioning assumptions, understanding systems and relationships, and adapting to change. It acknowledges that the external environment and needs are constantly shifting. Strategic thinkers generate new ideas by examining alternatives, forecasting trends, and assessing stakeholders' evolving demands. They are opportunistic and focus on moving forward even with incomplete data, continually refining an organization's strategy through feedback and measurement to capitalize on changes.
This is a brief power point presentation by Omuse Frankline Oyese, a PhD student at Kenyatta university to colleague student in may 2018. It outlines the main elements strategic thinking.
Strategy as Practice (SAP) research focuses on three main areas: practitioners, practices, and praxis. [1] It views strategy as something constructed through the actions and interactions of practitioners as they draw on practices. [2] A key concern is explaining who strategists are, what they do, and how that influences strategy. [3] SAP draws on various social and organizational theories and can provide new insights into long-studied problems like dynamic capabilities.
This document discusses strategy evaluation and control. It explains that strategy evaluation ensures companies achieve their objectives by comparing performance to goals and taking corrective actions. An effective evaluation process determines metrics, sets standards, measures performance, and takes action if needed. The document also outlines Rumelt's criteria for evaluating strategies, which are consistency, consonance, feasibility, and competitive advantage. It notes that evaluating strategies is challenging due to increasing environmental complexity and uncertainty.
Peter Senge is an expert in organizational learning and founder of the Society for Organizational Learning. He authored The Fifth Discipline, which introduced concepts like learning organizations, systems thinking, and the five disciplines of a learning organization - personal mastery, mental models, shared vision, team learning, and systems thinking. Senge's work focuses on developing organizations where people continually expand their capacity to achieve desired results through fostering new ways of thinking and learning how to see the organization as a whole.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/ten-schools-of-thought-on-strategic-management-229
The Ten Schools of Thought model from Henry Mintzberg is a framework that can be used to categorize the field of Strategic Management. It describes each school in context and provides a critique. Thus, it acts as a very good overview to the entire field of Strategic Management.
While academics and consultants keep focusing on these narrow perspectives, business managers will be better served if they strive to see the wider picture. Some of strategic management's greatest failings, in fact, occurred when one of these concepts was taken too seriously.
These 10 Schools of Thought are as follows:
*The Design School
*The Planning School
*The Positioning School
*The Entrepreneurial School
*The Cognitive School
*The Learning School
*The Power School
*The Cultural School
*The Environmental School
*The Configuration School
This document explains each School, its origins, benefit and limitations, related analyses/frameworks, and other attributes. Also includes PowerPoint templates for illustrating this model in your presentation.
This document outlines a strategy design process to help companies choose where to play and how to win. It involves understanding existing growth paradigms, defining a corporate strategy through industry and market analysis, developing a competitive strategy with a value proposition and core capabilities, and setting growth horizons and objectives and key results. The process includes 13 consulting sessions over 15 weeks to analyze the industry, customers, competition and develop the necessary strategy elements. It provides access to data analysts and tactical experts to support strategic development. The fees for this strategic design service are available upon request.
Groupthink is a phenomenon where people within a group conform to group decisions to avoid feeling like an outcast, which can lead to poor decision making. It is characterized by things like the illusion of invulnerability, stereotyping others, self-censorship, and the illusion of unanimity. Examples of groupthink include the sinking of the Titanic where designers assumed it was unsinkable without enough lifeboats, and the bandwagon effect where people follow the crowd without independent thought. To prevent groupthink, leaders should encourage independent thinking and consider alternative viewpoints.
The document discusses several key aspects of the Cognitive School of strategy formation:
1. Cognition refers to processes like thinking, learning, judging, problem solving, and memory. The Cognitive School views strategy formation as a cognitive process that occurs in the mind of the strategist.
2. Strategists perceive and interpret the objective environment through "distorting filters" like concepts, maps, and schemas formed by their own cognition. This leads to different perceived environments across strategists and organizations.
3. The Cognitive School premises that strategies emerge from a strategist's perspectives and are difficult to obtain, optimize, and change due to the subjective nature of human cognition. Strategies depend on individual cognitive capabilities.
This document summarizes the cultural school of strategic management. It discusses the nature of culture from both outsider and native perspectives. Culture is comprised of a worldview, activities, and artifacts. The cultural school was introduced in the 1980s to explain the success of Japanese corporations. It views strategy formation as a collective process that reflects corporate culture. Culture can influence decision-making style and resistance to change. The cultural school emphasizes the role of social processes, beliefs, and values but can be vague and contribute to resistance and conflicts. Theories discussed include appreciative inquiry, Hofstede's cultural dimensions, cultural intelligence, and the Ashridge mission model.
This document summarizes and critiques the Design School model of strategic management. It outlines 7 premises underlying the Design School model, including that strategy formation should be a controlled, conscious process led by the CEO as the sole strategist. It then critiques several aspects of the Design School model. Specifically, it questions separating thinking from action, assuming structure follows strategy, making strategies too explicit which promotes inflexibility, and separating formulation from implementation which detaches thinking from acting. The overall goal is to better understand this influential school of thought and open up broader thinking in the field of strategic management.
The document discusses the metaphor of organizations as "psychic prisons" and how it can help explain unconscious dynamics in organizations. It describes how organizations can act as prisons that trap people through unconscious myths, stories and defense mechanisms that help control fear and anxiety. Several specific "psychic prisons" are outlined, including those relating to repressed sexuality, patriarchal families, death and immortality, anxiety, and an aversion to change. The metaphor's strengths are that it helps explore hidden meanings and patterns of control in organizations, while its weaknesses are that it can overlook the very real constraints of actual prisons.
The document summarizes Henry Mintzberg's 10 Schools of Thought model for categorizing strategic management. The 10 schools are the Design School, Planning School, Positioning School, Entrepreneurial School, Cognitive School, Learning School, Power School, Cultural School, Environmental School, and Configuration School. Each school views strategy formation through a different lens such as a deliberate process, formal process, analytical process, visionary process, mental process, emergent process, negotiation process, collective process, reactive process, and transformational process.
The document discusses the psychic prison metaphor, which depicts how people can become trapped in limited ways of thinking and perceiving reality. It originated with philosopher Plato's allegory of the cave, where prisoners saw only shadows on the cave wall. The metaphor is now used in organizational behavior, with examples like groupthink leading to poor decision making. Understanding organizations through concepts like unconscious desires, family dynamics, and symbols can provide insights, though it also has limitations like neglecting conscious ideological factors.
This chapter discusses managing conflict and negotiations in organizational settings. It defines conflict as occurring when there is a gap between what is desired and experienced. Conflict can be functional and promote problem solving or dysfunctional and harm the organization. The chapter outlines different types of conflict such as personality conflicts and intergroup conflict. It also discusses approaches to managing conflict constructively through techniques like conflict resolution and establishing a psychologically safe climate. Other topics covered include work-life conflict, incivility/bullying, and alternative dispute resolution approaches like mediation and arbitration. The chapter concludes with a discussion of negotiation strategies and managing emotions during negotiations.
What is a Strategy? Michael Porter - Harvard Business ReviewDonny Sitompul
This document discusses the concept of strategy. It defines strategy as creating a unique and valuable market position through choosing different activities than competitors. This requires trade-offs to not do everything. Strategy relies on unique activities and fit among activities to create sustainability. Operational effectiveness alone is not a strategy. Leaders must define the strategy, make trade-offs, and forge fit among activities.
Strategic thinking requires envisioning the future, questioning assumptions, understanding systems and relationships, and adapting to change. It acknowledges that the external environment and needs are constantly shifting. Strategic thinkers generate new ideas by examining alternatives, forecasting trends, and assessing stakeholders' evolving demands. They are opportunistic and focus on moving forward even with incomplete data, continually refining an organization's strategy through feedback and measurement to capitalize on changes.
This is a brief power point presentation by Omuse Frankline Oyese, a PhD student at Kenyatta university to colleague student in may 2018. It outlines the main elements strategic thinking.
Strategy as Practice (SAP) research focuses on three main areas: practitioners, practices, and praxis. [1] It views strategy as something constructed through the actions and interactions of practitioners as they draw on practices. [2] A key concern is explaining who strategists are, what they do, and how that influences strategy. [3] SAP draws on various social and organizational theories and can provide new insights into long-studied problems like dynamic capabilities.
This document discusses strategy evaluation and control. It explains that strategy evaluation ensures companies achieve their objectives by comparing performance to goals and taking corrective actions. An effective evaluation process determines metrics, sets standards, measures performance, and takes action if needed. The document also outlines Rumelt's criteria for evaluating strategies, which are consistency, consonance, feasibility, and competitive advantage. It notes that evaluating strategies is challenging due to increasing environmental complexity and uncertainty.
Peter Senge is an expert in organizational learning and founder of the Society for Organizational Learning. He authored The Fifth Discipline, which introduced concepts like learning organizations, systems thinking, and the five disciplines of a learning organization - personal mastery, mental models, shared vision, team learning, and systems thinking. Senge's work focuses on developing organizations where people continually expand their capacity to achieve desired results through fostering new ways of thinking and learning how to see the organization as a whole.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/ten-schools-of-thought-on-strategic-management-229
The Ten Schools of Thought model from Henry Mintzberg is a framework that can be used to categorize the field of Strategic Management. It describes each school in context and provides a critique. Thus, it acts as a very good overview to the entire field of Strategic Management.
While academics and consultants keep focusing on these narrow perspectives, business managers will be better served if they strive to see the wider picture. Some of strategic management's greatest failings, in fact, occurred when one of these concepts was taken too seriously.
These 10 Schools of Thought are as follows:
*The Design School
*The Planning School
*The Positioning School
*The Entrepreneurial School
*The Cognitive School
*The Learning School
*The Power School
*The Cultural School
*The Environmental School
*The Configuration School
This document explains each School, its origins, benefit and limitations, related analyses/frameworks, and other attributes. Also includes PowerPoint templates for illustrating this model in your presentation.
This document outlines a strategy design process to help companies choose where to play and how to win. It involves understanding existing growth paradigms, defining a corporate strategy through industry and market analysis, developing a competitive strategy with a value proposition and core capabilities, and setting growth horizons and objectives and key results. The process includes 13 consulting sessions over 15 weeks to analyze the industry, customers, competition and develop the necessary strategy elements. It provides access to data analysts and tactical experts to support strategic development. The fees for this strategic design service are available upon request.
Groupthink is a phenomenon where people within a group conform to group decisions to avoid feeling like an outcast, which can lead to poor decision making. It is characterized by things like the illusion of invulnerability, stereotyping others, self-censorship, and the illusion of unanimity. Examples of groupthink include the sinking of the Titanic where designers assumed it was unsinkable without enough lifeboats, and the bandwagon effect where people follow the crowd without independent thought. To prevent groupthink, leaders should encourage independent thinking and consider alternative viewpoints.
The document discusses several key aspects of the Cognitive School of strategy formation:
1. Cognition refers to processes like thinking, learning, judging, problem solving, and memory. The Cognitive School views strategy formation as a cognitive process that occurs in the mind of the strategist.
2. Strategists perceive and interpret the objective environment through "distorting filters" like concepts, maps, and schemas formed by their own cognition. This leads to different perceived environments across strategists and organizations.
3. The Cognitive School premises that strategies emerge from a strategist's perspectives and are difficult to obtain, optimize, and change due to the subjective nature of human cognition. Strategies depend on individual cognitive capabilities.
This document summarizes the cultural school of strategic management. It discusses the nature of culture from both outsider and native perspectives. Culture is comprised of a worldview, activities, and artifacts. The cultural school was introduced in the 1980s to explain the success of Japanese corporations. It views strategy formation as a collective process that reflects corporate culture. Culture can influence decision-making style and resistance to change. The cultural school emphasizes the role of social processes, beliefs, and values but can be vague and contribute to resistance and conflicts. Theories discussed include appreciative inquiry, Hofstede's cultural dimensions, cultural intelligence, and the Ashridge mission model.
Why It Failed: House of Barbie Shanghai - GWU Spring 2013Hunter Thomas
In 2009, Mattel opened Barbie's first flagship store, House of Barbie, in Shanghai, China. Known as the ultimate Barbie dream house, the store failed to reach expectations and closed after just two years.
Kirsty Tonks Director of e-Learning at Collegiate Academy Trust, shows how Apps for Good fits into the Year 9 ICT and Design and Technology Curriculum Design.
Psychology Education And Training In The United StatesMarco Peña
The document summarizes psychology education and training in the United States. It discusses the contextual factors and models of training, recognized specialties, quality assurance measures, and contemporary issues. It also describes the role of the American Psychological Association of Graduate Students (APAGS) in representing graduate students.
The document discusses eLearning standards and practices. It notes that without standards, everyone reinvents the wheel by having multiple URLs, logins, instructional designs, and user experiences for different eLearning platforms and services. The document advocates for common standards to allow single sign-on, sharing of WiFi networks, interoperability of education data, and transfer of learning resources across different learning systems. Standards help ensure resources and data can be shared, administration work reduced, and eLearning made more user-friendly and cost-effective.
The document summarizes Education City in Doha, Qatar, which is home to six universities from around the world situated on a 2,500 acre campus. The universities include Carnegie Mellon (business and computer science), Virginia Commonwealth University (design), Weill Cornell Medical College, Texas A&M University (engineering), Georgetown University (foreign service), and Northwestern University (communications and journalism). The campus provides students from over 70 countries an opportunity to benefit from an academic exchange of ideas not found at typical universities.
UEC Overview: Citizen Science: Linking Research & Environmental Education in ...John Suhar
The document discusses how citizen science projects at the Milwaukee Public Museum link research and environmental education in the city. It outlines various citizen science programs including summer camps, community projects, festivals, and urban adventures. It also lists the museum's partner institutions and some of the national projects focused on areas like prairie restoration, small mammal monitoring, and turtle monitoring. The goal is to engage the public and students in hands-on research through various citizen science initiatives.
The document discusses equipment needs and pricing for a school. It provides a table comparing equipment options from various dealers including projectors, amplifiers, speakers, and microphones. For each item, it lists the specification, approximate price, required quantity, and total price. Dealers are also listed for each item with the school's preferred choice highlighted. The table helps evaluate technology equipment options and costs to support a 21st century learning environment in the school.
A Good School can be a Great School only when it is focused on Quality. This Presentation deals with Quality Accreditation of Schools as per NABET, Quality Council of India and of CBSE Guidelines for Accreditation of Schools.
The document outlines 7 stages of human psychological development from ages 1 to 46+. The stages include early childhood brain development, curiosity and questioning in early school years, sex education in pre-teen years, freedom and activity as a teenager, experience and politics as a young adult, balancing lifestyle as a working adult, and understanding mortality later in life.
EDUCARNIVAL 2016 at IIT DELHI - Presentation by Tiina MalsteEduexcellence
This document discusses the key components of a good school from the Finnish perspective. It identifies that every student has the right to reach their full potential and that responsibilities are shared between students, parents, teachers, and the school. It emphasizes the importance of professional teachers who are competent, collaborative, creative, and reflective. It also notes some characteristics of the Finnish education system compared to international approaches, such as customizing teaching and learning, encouraging creative and risk-taking, and emphasizing shared responsibility and professionalism over standardized testing.
This document provides guidance for schools to evaluate their quality and progress using a set of quality indicators. It introduces the revised third edition of "How Good is Our School?" which replaces previous versions and forms part of a series called "The Journey to Excellence." The quality indicators focus on improving educational experiences and outcomes for students in line with the curriculum framework and vision for Scottish children. Schools are encouraged to use self-evaluation to critically reflect on their performance, identify priorities, and drive continuous improvement toward excellence.
EDUCARNIVAL 2016 at IIT DELHI - Presentation by Rohit PandeEduexcellence
This document discusses the use of technology in schools. It addresses some of the experiences schools have had so far with technologies like smart boards and tablets. It also discusses expectations for how edtech could save teachers time, improve learning outcomes, and personalize education. The document considers how mobile phones and apps could be better leveraged and questions around measuring the success of technology integration. It closes by envisioning future technologies like virtual reality, augmented reality, gamification, and the role of artificial intelligence and bots in education.
The document discusses the issue of corruption in the Philippines, particularly in the education system. It provides several examples of corruption occurring at various levels, from bribery required for teacher applications and textbook funds, to the manufacturing of fake diplomas and plagiarism in graduate programs. Studies find that up to 65% of textbook funds are taken as bribes, and 21 billion pesos of government procurement funds went to legislators' pockets in one year alone. While some individuals remain integrous, corruption has severely impacted the quality of education and governance in the country overall. The conclusion draws from a speech praising UP Mindanao's education but questioning the integrity and dedication demonstrated by graduates in applying it to governance.
Alison Motion - The Good School Playground GuideArchDesSco
This document provides guidance on creating good school playgrounds that encourage learning, physical activity, and risk-taking. It emphasizes that children need practical experiences and opportunities to take risks in order to develop skills for adulthood. The document outlines benefits of school grounds like fostering ownership, connecting with nature, and improving behavior. It recommends including varied terrain, loose materials, hiding spaces, and reduced mowing to allow creative and imaginative play. Support is described for schools to implement changes through a Scottish government project and resources.
This document provides information about a professional learning event on effective self-evaluation using How Good is Our School? (4th edition). The event aims to increase understanding of self-evaluation, support reflection on quality indicators, and provide updates on national developments. It discusses approaches to self-evaluation over time, emphasizing the importance of collaborative approaches, data analysis, and impact on learner outcomes. School staff discuss their self-evaluation processes and how to ensure shared understanding of strengths and needs. The document also examines leadership and management, highlighting self-evaluation, reflection, and using challenge questions and features of highly effective practice.
The document discusses how personality type, as assessed by the Myers-Briggs Type Indicator (MBTI), may influence academic success. It notes graduation rates are lower at Southern Oregon University than average. The research question asks how MBTI type relates to graduation rates, GPA, and choice of major for SOU students. The MBTI measures preferences in four areas that combine into 16 personality types. Research suggests types respond differently in educational settings and certain conventional systems favor some types over others. Understanding types may help improve academic performance for all students.
Cognitive learning theory focuses on how people think and process information. Key aspects include that learning is an active process where learners construct their own understanding, and that mental processes like observing and categorizing are important. Theorists discussed include Piaget, who identified stages of cognitive development, Bruner, who described modes of thinking, and Ausubel, who emphasized meaningful learning by relating new concepts to prior knowledge. The theory emphasizes giving learners opportunities to actively engage with and make sense of new information.
The document discusses using mental models to improve product success. It defines mental models as representations of how people think about themselves and their environment. The author advocates conducting problem space research to develop cognitive empathy and understand people's motivations. This involves listening sessions without directing the conversation. Mental models can then be used to identify opportunities by mapping people's intents, summaries, and thinking within and between mental spaces. The mental models provide a framework for areas like risk mitigation and designing for different thinking styles.
Critical thinking is defined as the disciplined mental activity of evaluating arguments and making judgments to guide beliefs and actions. It involves analyzing facts, generating ideas, drawing inferences, and evaluating arguments. Critical thinking is similar to creativity in that both involve generating new ideas, but critical thinking is more structured, rational, and goal-oriented while creativity is more holistic, intuitive, and open-ended. For educators to effectively teach critical thinking, they must define it clearly, identify the behaviors and skills involved, and require students to apply these skills across all subjects through activities and evaluations.
This document provides a recap of organizational leadership courses completed by Kevin Boyle from Fall 2011 to Fall 2014 at Gonzaga University. It lists the titles, overviews, objectives, texts and films of 7 courses: ORGL 500 Organizational Leadership, ORGL 505 Organizational Theory, ORGL 502 Leadership and Imagination, ORGL 520 Conflict Resolution, ORGL 504 Organizational Communication, ORGL 503 Organizational Ethics, and ORGL 506 Leadership and Diversity. The courses covered topics such as leadership skills, organizational theory, creativity, conflict resolution, communication, ethics, and diversity. Required readings included books and students were assigned films in some courses.
The document discusses Revised Bloom's Taxonomy, which is an update to the original Bloom's Taxonomy of learning objectives. It provides details on the history and development of Bloom's Taxonomy, including the original taxonomy from 1956 and revisions made in 2001. The revised version uses verbs to describe six levels of thinking skills (remember, understand, apply, analyze, evaluate, create) and considers knowledge dimensions. Examples are provided of how teachers can incorporate different levels of thinking skills into classroom lessons and assessments using Bloom's Taxonomy.
This document provides an overview of Bloom's Taxonomy, a framework for categorizing levels of thinking skills. It details the original taxonomy developed in 1956 and the revised version from 2001. The revisions updated the taxonomy to better reflect 21st century work. The taxonomy categorizes thinking into six levels - remembering, understanding, applying, analyzing, evaluating, and creating. It encourages teachers to scaffold lessons to help students develop higher-order thinking skills. The document provides examples of how to incorporate each level of thinking into classroom lessons and assessments.
Mm executive education_applications_outcomesElsa von Licy
This document discusses mind mapping, a technique for visually organizing information developed by Tony Buzan. It is used in executive education programs to help students effectively analyze, integrate, and consolidate large amounts of complex information from courses. The document provides examples of how mind maps have been used successfully in classrooms and outlines the basic principles of mind mapping, including its ability to engage both hemispheres of the brain for more creative and holistic thinking compared to traditional linear outlining.
Theories of 2nd language learning by ShennyTeeShenny Tee
This document discusses four key psychological perspectives that influence curriculum development: behaviorism, cognitivism, constructivism, and humanism. Behaviorism views learning as the formation of associations between stimuli and responses through reinforcement. Cognitivism sees learning as an active process of acquiring knowledge through meaningful encoding and retrieval. Constructivism posits that learners actively construct knowledge based on their experiences. Humanism emphasizes that curriculum should account for learners' emotions, feelings, and motivation to facilitate positive self-concept development. A curriculum developer should understand these perspectives to design effective instruction based on principles of how people learn.
Here are the key points about your self-concept:
- Your self-concept scored 90 out of 120, which you consider a "fabulous" score, indicating you have a positive self-image overall.
- Positive qualities you mentioned include having excellent friends who care about you and having many interests and hobbies.
- Areas for improvement you identified are not enjoying school and feeling unhappy with your social life.
- You believe you can enhance your self-concept by improving your school experience through a better social life made possible by making more friends.
- You see technology as an important tangible value in your life that makes modern living much more convenient and connected.
In summary, while recognizing some aspects
Cognitivism is a learning theory that focuses on internal mental processes like memory, problem-solving, and thinking. It views learning as information processing in the mind, similar to a computer. Key people in cognitivism include Benjamin Bloom, who created Bloom's Taxonomy of learning objectives, and Robert Gagne, who identified different types of learning. In the classroom, cognitivism uses visual aids, demonstrations, and feedback to encourage critical thinking skills.
Framing theory originated from cognitive psychology and anthropology and has been adopted by various disciplines including communication science, sociology, and political science. There are two main conceptualizations of framing - media frames which refer to how issues are portrayed in news media, and audience frames which are preexisting schemas that guide how individuals think about issues. Framing effects are mediated by availability, accessibility, and applicability of beliefs and depend on factors like frame strength and repetition. Strategic choices in framing include emphasis of substantive issues, opposition, and media contests.
NATIONAL FORUM JOURNALS (Founded 1982 (www.nationalforum.com) is a group of national and international refereed journals. NFJ publishes articles on colleges, universities and schools; management, business and administration; academic scholarship, multicultural issues; schooling; special education; counseling and addiction, international issues; education; organizational theory and behavior; educational leadership and supervision; action and applied research; teacher education; race, gender, society; public school law; philosophy and history; psychology, and much more. Dr. William Allan Kritsonis, Editor-in-Chief.
OverviewThis activity is to be completed after studying the pres.docxkarlhennesey
This summary provides an overview of the sample response to the discussion question:
The sample response addresses the discussion question in four main points: 1) the change humanistic psychology brought, 2) how this change affected psychologists' understanding of human nature, 3) how humanistic psychologists asked questions and conducted research, and 4) how this differed from behaviorists. The response supports these points by discussing key humanistic psychology thinkers like Maslow and Kelly, and how they viewed humans as autonomous and focused on potential rather than illness. It also contrasts the humanistic view of treating subjects humanely with the behaviorist view of strict empiricism. Finally, the response analyzes differences in how humanists and behaviorists framed research questions and methodology
The document outlines five key perspectives in psychology: psychodynamic, behaviorist, cognitive, biological, and humanistic. It provides details on the focus, thinkers, methods, and models/paradigms associated with each perspective. The psychodynamic perspective views the mind as an iceberg with unconscious desires beneath the surface. Behaviorism focuses only on observable behavior shaped by experiences. Cognitive psychology examines mental processes like thinking and problem solving. The biological perspective looks at the brain events underlying behavior. Humanism emphasizes free will and self-actualization.
This document summarizes key points from a presentation on creative thinking and problem solving. It defines creativity and discusses various aspects of creative thinking like divergent thinking, convergent thinking, and lateral thinking. It also covers the physiology and psychology of creative thinking, including traits of creative people. The presentation discusses models of creativity like the 4Cs model and the Medici Effect. It outlines the creative problem solving process and tools. The document then summarizes a study conducted among postgraduate students on their creative problem solving aptitude and factors influencing creativity. Finally, it reviews several studies on the relationship between creativity, intelligence, problem solving skills, and other variables.
The slideshow is a presentation together with an academic lecture, focused on the difference and the overlap between problem solving in management and in design. It also reveals a part of the managing as designing discourse.
This document discusses Albert Bandura's Social Learning Theory (SLT) and Social Cognitive Learning Theory (SCLT). SLT proposes that people can learn through observation, imitation, and modeling of others' behaviors, attitudes, and outcomes of those behaviors without changing their own behavior. Key concepts of SLT include observational learning, intrinsic reinforcement, and the modeling process. SCLT expanded on SLT to incorporate cognitive and internal mental states like self-efficacy and self-regulation which influence whether modeling results in learned behaviors. Both theories posit that learning can occur without behavior change by observing others.
Unemployment Essay. YouthUnemployment Essay PDF Labour Economics UnemploymentKelly Simon
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strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
The document discusses water sustainability strategies for Baguio City in the Philippines. It describes how the Sustainable Water Integrated Management and Governance (SWIM) project was implemented from 2004-2005 to address the city's urgent need for a regulatory framework and integrated water plan. The project was led by Baguio City's local government and partnered with ICLEI to establish sustainable water use, access, and improved efficiency among water suppliers. However, issues remain regarding the city's limited water resources and how increased urbanization, population growth and tourism are straining water supply. Solutions discussed include establishing a bulk water system, improving rainwater catchment, urban planning, and reforestation.
Water is Wealth - Solving Baguio City's Water Crisis by Mita Angela M. Dimalanta, Pine Cone Movement, Soroptimist International of Pines City, University of the Philippines, Maryknoll Ecological Sanctuary, Baguio We Want Trees & Water Sector
This document discusses propagating faith at the University of the Philippines (UP). It identifies that the diverse beliefs of UP students, the stereotype that UP students are non-believers, and UP's culture are barriers. Drivers include religious organizations on campus, initiatives by the UP administration like the Student Religious Organizations office, and students' spiritual needs. The plan is for each religious group to strengthen their own ministries and do joint activities promoting faith over religion, including service activities, missions, prayer boxes, and faith circles. Growth in religious groups, participation, and prayer requests will evaluate success.
This document summarizes the history and development of Tesla Motors. It discusses how Tesla was founded by Martin Eberhard and Elon Musk to produce an electric sports car called the Roadster. It describes the personality clashes between Eberhard and Musk that led to Eberhard's departure from the company. The document also outlines obstacles to adoption of electric vehicles like price and range anxiety, and Tesla's strategies to address them, such as creating a nationwide supercharging network. While Tesla had early success with the Model S, the document notes ongoing challenges for the company in achieving sustainable revenues and market share in the automobile industry.
Globe Telecom is one of the leading telecommunications companies in the Philippines. It offers cellular, mobile data, and broadband services. The company's vision is for families' dreams to come true, businesses to flourish, and the nation to be admired. While Globe has strengths in technology and wider coverage, it faces weaknesses in customer service and signal reception. Opportunities for growth include acquisitions and increasing demand for internet services. Threats include intense competition and government regulations. Globe aims to improve its network and customer satisfaction through investments and streamlining operations.
The document provides an overview of Apple including its founders, products, services, and key events in its history and strategic evolution. It discusses Steve Jobs returning to Apple in 1997 and launching successful new products like the iMac, iPod, and iPhone that helped turn the company around. It also covers Apple's expansion into retail stores, digital music distribution through iTunes, and new operating systems and competition in the mobile market.
The document discusses digital marketing trends for 2016 based on opinions from 72 digital marketing experts. Some of the key trends mentioned include:
- Increased focus on content marketing through platforms like Snapchat, Periscope and live streaming.
- Emphasis on mobile strategy and app development given rising smartphone usage.
- Leveraging data analytics and targeting consumers in micro-moments to provide personalized experiences.
- Growing importance of relationship marketing, reputation management and customer retention.
Nestle Good Food, Good Life - SPACE Matrix, BCG Matrix and Product Positionin...Mita Angela M. Dimalanta
The document discusses three strategic management tools: the SPACE matrix which analyzes internal strengths and weaknesses and external opportunities and threats, the BCG matrix which evaluates business units based on their market growth and market share relative to cash generation, and the positioning map which graphs a company's brand against competitors based on consumer perceptions.
This document outlines 10 top marketing trends that will define 2016:
1. Customer experience will be key, with companies focusing on engaging customers online, tracking customer journeys, and using customer sentiment and loyalty data to tailor outreach.
2. Ad blockers may change advertising, requiring ads that seamlessly blend into the browsing experience rather than interrupt it.
3. 3D technology will move from novelty to mainstream, allowing marketers to bring products to virtual life through virtual reality and improved customer experiences.
4. Social media will be recognized as a marketing channel rather than a standalone strategy.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document discusses strategic management tools used to analyze BDO Unibank, Inc, including a SPACE matrix diagram to analyze internal strengths and weaknesses and external opportunities and threats, a BCG matrix to evaluate product portfolio, and a product positioning map to identify target market segments.
Nordstrom is an upscale US department store known for its exceptional customer service, such as a lenient return policy and loyalty programs. To continue providing excellent service and increase brand loyalty, Nordstrom should deliver personalized experiences, expand loyalty programs, increase online presence, provide extra services for new customers, cater to special needs, address complaints friendly, and stay in touch with customers after sales to ensure satisfaction. Nordstrom's main risks are changing tastes, substitute products, and economic issues. Its primary competitors are other retailers like Macy's and Sears, as well as high-end stores such as Neiman Marcus and Saks.
McDonald's is the world's largest hamburger fast food chain with over 32,000 restaurants globally. It began franchising in the 1950s under Ray Kroc and expanded aggressively overseas in the 1980s. However, this led the company to lose focus and direction. In 2003, McDonald's implemented a "Plan to Win" strategy to refocus on quality over quantity and cheap offerings. More recently, McDonald's has partnered with health organizations to offer more nutritious choices and address changing consumer preferences around health. Going forward, McDonald's faces risks around health-conscious consumers switching to healthier brands, new competition, and adapting to changing market tastes like those of millennials.
The Mayo Clinic is the largest integrated medical group practice in the world, founded over 100 years ago in Minnesota. It began as a small outpatient facility and pioneered the concept of a medical group practice. The Mayo Clinic provides exceptional medical care and leads in several medical specialties. It consistently ranks at the top of best hospitals lists due to its focus on patient-centered care. The not-for-profit organization invests in research and education to continually improve care quality while prioritizing patient interests over other concerns.
Intuit is a software company that develops financial and tax solutions for consumers and small/medium businesses. It was founded in 1983 and launched products like Quicken and QuickBooks. Intuit's mission is to solve important business/financial problems through simple software. It succeeds through extensive customer research, investing 20% of revenues annually. Research methods include site visits, usability labs, and remote interviews. This focus on customers helped Intuit beat out Microsoft's $2B acquisition offer and remain a leading finance software provider.
IKEA is a multinational group that designs and sells ready-to-assemble furniture, appliances, and home accessories. It was founded in 1943 in Sweden by Ingvar Kamprad and has since grown to become the largest furniture retailer in the world with over 300 stores globally. IKEA is known for its low-cost, flat-pack furniture and its business model focuses on affordable prices through efficient sourcing and assembly by customers.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
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Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
1. The Cognitive School
Hannah Khamil H. Miranda
Joelle Mathea S. Panganiban
BA 190 – Strategic Management
University of the Philippines
Prof. Mita Angela M. Dimalanta
2. Approach
Analyzes how people perceive patterns
and process information
Concentrates on what is happening in the
mind of the strategist and how it processes
the information
3. Basis
Psychology – “the scientific
study of the human mind and its
functions, especially those
affecting behavior in a given
context”
4. Contributions
Sees strategy as a cognitive process in the mind
of the strategist
Strategies emerge as concepts, maps, schemas
and frames of reality
Stresses the creative side of the strategy process
Strong at the level of an individual strategist
Useful to explain why our minds are imperfect
5. Limitations
Not practical beyond the conceptual stage
Not practical to conceive great ideas or
strategies
Currently not useful to guide collective
strategy processes
11. References
Merriam-Webster. (2016). Psychology. Retrieved September 21, 2016, from Merriam-Webster: http://www.merriam-
webster.com/dictionary/psychology
Cherry, K. (2016, September 5). What Is Cognition? Retrieved September 20, 2016, from Very Well: https://www.verywell.com/what-is-
cognition-2794982
Berberet, J. (1990). The Whole Brain Model: The Whole Brain Model: Understanding Working Styles. Retrieved September 21, 2016, from
University of California: http://www.ucop.edu/ucophome/businit/boi/presentations/2005/05styles.pdf
Herrmann Global, LLC. (1981). WHAT IS WHOLE BRAIN® THINKING? Retrieved September 21, 2016, from Herrmann International:
http://www.herrmannsolutions.com/what-is-whole-brain-thinking-2/
Communcation Theory. (2013). The Johari Window Model. Retrieved September 21, 2016, from Communication Theory:
http://communicationtheory.org/the-johari-window-model/
Cherry, K. (2016, June 14). What Is Groupthink? Retrieved September 21, 2016, from Very Well: https://www.verywell.com/what-is-
groupthink-2795213
Berg, O. (2015, August 12). Groupthink. Retrieved September 21, 2016, from Flickr:
https://www.flickr.com/photos/oscarberg/20322082659
The Myers & Briggs Foundation. (2016). The Myers & Briggs Foundation: MBTI Basics. Retrieved September 21, 2016, from The Myers &
Briggs Foundation: http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/
Kotelnikov, V. (n.d.). Ten Major Strategic Management Schools A Comparative Analysis . Retrieved September 18, 2016, from
Breakthrough e-Coach: http://www.1000ventures.com/business_guide/mgmt_inex_stategy_10schools.html#Cognitive
Iqbal, N. (n.d.). Different Schools of Thought on Strategy. Retrieved September 18, 2016, from Academia:
https://www.academia.edu/4493694/Different_schools_of_thought_on_Strategy
Bhasin, H. (2016, June 13). Mintzberg’s 10 school of thoughts for Strategy formulation – School of thoughts in management. Retrieved
September 18, 2016, from Marketing 91: http://www.marketing91.com/10-schools-thoughts/
Editor's Notes
In 1955, Joseph Luft and Harry Ingham were able to identify the importance of feedback among group members. Here, they developed the Johari Window to aid individuals who want to enhance their understanding and to learn how to communicate when in a group. The Johari Window focuses on a process on how individual’s can further develop self-awareness when they are working in groups and teams.
According to Irving L. Janis (1972), the process of Groupthink occurs when “People who are opposed to the decisions or overriding opinion of the group as a whole frequently remain quiet, preferring to keep the peace rather than disrupt the uniformity of the crowd.”
Cognitive bias is an event that happens when people think wrongly of the desirable outcomes and effects of situations. Here, individual bias towards people and events are the main reasons why cognitive bias arises.
It states that there are variation in the behavior of each individual due to differences on the way individuals use their judgment and perception.
"Perception involves all the ways of becoming aware of things, people, happenings, or ideas. Judgment involves all the ways of coming to conclusions about what has been perceived. If people differ systematically in what they perceive and in how they reach conclusions, then it is only reasonable for them to differ correspondingly in their interests, reactions, values, motivations, and skills." (The Myers & Briggs Foundation, 2016)
Favorite World - Do you prefer to focus on the outer world or on your own inner world? (Extraversion or Introversion)
Information - Do you prefer to focus on the basic information you take in or do you prefer to interpret and add meaning? (Sensing or Intuition)
Decisions - When making decisions, do you prefer to first look at logic and consistency or first look at the people and special circumstances? (Thinking or Feeling)
Structure - In dealing with the outside world, do you prefer to get things decided or do you prefer to stay open to new information and options? (Judging or Perceiving)
All types are equal. The significance of knowing thy differences is to understand better that people are diverse. There is no “best” type among all these personality differences.