This document provides a step-by-step guide for nonprofit organizations to create a mission statement by having staff and volunteers work together in a group setting. The process involves 6 steps: 1) storytelling in small groups to identify key themes, 2) sharing stories to identify common ideas or "Big Ideas", 3) crafting mission statement drafts incorporating the Big Ideas, 4) sharing draft statements, 5) discussing the importance and achievability of the mission, and 6) finalizing the wording of the mission statement. The goal is for the mission statement to reflect the organization's purpose and values as identified through the shared stories and discussions of the group.
OKR COACH CERTIFICATION. LIMITED NO OF SEATS!
Become an OKR Coach and achieve amazing results and sustainable growth for you Company.
Setting Objectives and Key Results for your Business
To succeed in executing strategy in today’s fast-paced digital age, you need to have the correct mindset, the correct methodologies, and the correct Tools in order to develop, communicate, and implement your strategy and deliver the right results quickly.
OKRs (Objectives and Key Results) are a goal-setting methodology developed by Intel and popularized by Google. It focuses the organization on greatness to achieve its overall strategy, and has gained significant traction with the release of John Doerr’s book Measure What Matters.
This presentation is an interactive workshop to use with clients to help them understand and develop mission and mission statements. It was prepared for the CMO and head of retail for Dime Savings Bank of Williamsburg, but can be applied to any business. In this presentation you will learn the difference between these two commonly blurred company statements, go through interactive exercises to help develop them, and learn from the best visions and missions in the business.
In a world of business, the process of defining your organization’s Mission Statement, Vision Statement and Value Set can be a valuable exercise that will force you and your leadership team to ask the harder questions about your organization.
The goal of this SlideShare is to get your started,
[En] Kotter's 8 Step Change Models (Transformation)Abdi Januar Putra
This is a very brief of 8 Step Change Model from John P. Kotter. Yes, this model can be used to transform an organization or company.
For further information, very recommended to visit here:
https://www.kotterinc.com/8-steps-process-for-leading-change/
These words From mind tools:
"Change is the only constant."
– Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.
Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
Everyone in this world must have goal in his life ,in order to become more productive person.
Here you can understand more information about gaols and goal setting skills.
A 2 day Workshop outline to discover the driving purpose of your company or brand. Facilitated by Invitro Innovation's Angela Koch in Singapore, Malaysia, Hong Kong, Indonesia, Thailand and Taiwan.
10 file downloads will be permitted
OKR COACH CERTIFICATION. LIMITED NO OF SEATS!
Become an OKR Coach and achieve amazing results and sustainable growth for you Company.
Setting Objectives and Key Results for your Business
To succeed in executing strategy in today’s fast-paced digital age, you need to have the correct mindset, the correct methodologies, and the correct Tools in order to develop, communicate, and implement your strategy and deliver the right results quickly.
OKRs (Objectives and Key Results) are a goal-setting methodology developed by Intel and popularized by Google. It focuses the organization on greatness to achieve its overall strategy, and has gained significant traction with the release of John Doerr’s book Measure What Matters.
This presentation is an interactive workshop to use with clients to help them understand and develop mission and mission statements. It was prepared for the CMO and head of retail for Dime Savings Bank of Williamsburg, but can be applied to any business. In this presentation you will learn the difference between these two commonly blurred company statements, go through interactive exercises to help develop them, and learn from the best visions and missions in the business.
In a world of business, the process of defining your organization’s Mission Statement, Vision Statement and Value Set can be a valuable exercise that will force you and your leadership team to ask the harder questions about your organization.
The goal of this SlideShare is to get your started,
[En] Kotter's 8 Step Change Models (Transformation)Abdi Januar Putra
This is a very brief of 8 Step Change Model from John P. Kotter. Yes, this model can be used to transform an organization or company.
For further information, very recommended to visit here:
https://www.kotterinc.com/8-steps-process-for-leading-change/
These words From mind tools:
"Change is the only constant."
– Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.
Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
Everyone in this world must have goal in his life ,in order to become more productive person.
Here you can understand more information about gaols and goal setting skills.
A 2 day Workshop outline to discover the driving purpose of your company or brand. Facilitated by Invitro Innovation's Angela Koch in Singapore, Malaysia, Hong Kong, Indonesia, Thailand and Taiwan.
10 file downloads will be permitted
The 6 Patterns of High Performing TeamsDeidre Paknad
Great Teams Exhilarate — What Sets Them Apart?
There is nothing quite like the sensation and satisfaction of being on a high performing team. I’ve had this luck and pleasure a number of times in my career, but it’s rarer than I’d like. High performing teams seem to generate their own energy and elevate everyone on the team to their full potential.
Despite achieving more, working on these teams is less taxing — the workday feels shorter and less frustrating.
So what sets high performing teams apart and why aren’t all teams so successful and fun?
High performing teams aren’t just a collection of strong individual performers, although that certainly helps. They don’t leave great performance to luck or personality, they design for success.
Here are 6 tangible and actionable attributes of high performing teams:
1. Defined Goals
Defined goals and a clear plan to achieve them are essential to great performance. Abstract annual goals aren’t enough — teams need shorter-range, compelling and clear goals that unify and galvanize them on shared purpose. Sequencing these to an annual result works well, but it’s key the team wants to achieve the goals.
2. Committed Actions
Successful teams write down the committed actions each person owns on the path to goal achievement (and they waste less time determining who owns what). Members feel a sense of personal ownership and have a shared intention to accomplish the results they’ve committed to the team week over week. Making progress on actions aligned with a goal people believe in energizes people and elevates their performance, according to author and Harvard professor Teresa Amabile.
3. True Transparency
Facts and status enable members of the team to work more effectively together, pivot or adjust course quickly on unforeseen events, and execute with greater efficiency and predictability. Embracing transparency is one of the most distinct features of high performing teams (and a stark contrast to the politicized and professional “ball hiders” that frequent lesser performing teams). Moreover, the activity required to achieve transparency improves the odds of goal achievement: people with written goals and actions alone have a 43% goal achievement rate while adding status reports against goals boosts the likelihood of achievement to 76%.
4. Unabashed Accountability
The team leader and members hold themselves and each other accountable for their commitments and goal achievement week to week. When the team or a person comes up short, it’s not swept under the rug — it’s triaged and addressed quickly to get back on track to goal. There is a uniform expectation of each other, that when combined with a uniformly high level of commitment to goal, are the essence of a high performing team’s greatness.
5. Frequent Feedback
Members of the team get and ask for regular feedback on their work. Learning members get positi
The veteran business consultant William Bridges explains the meaning of a transition and how to manage the process successfully during an organizational change. The innovation makes the business world transforming in a fast pace. Managing transitions can be the key for the survival of the company in the new world.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
This talk explores the interesting paradox of sometimes conflicting skills and characteristic of those leaders that are able to drive a high performance organisation and those that can create a great place to work.
• The power of a paradox
• The debates and stories we hear
• The leadership capabilities required to drive a High Performance Culture - Innovative and strategic thinking, strategic alignment and traction, structure and role alignment, talent management, change management, culture transformation
• The leadership capabilities required to drive a High Engagement Culture -Transformational leadership, Engagement, Enablement, Empowerment, Leading high performance teams, Holding Crucial Conversations
• Personality vs Capability – can a leader change his approach?
• Getting it right
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
The Goal Setting Workshop helps to define a Mission Statement, then create goals in alignment with that vision statement, with balance in 8 key life areas, and then develops the first action plan based on each of the goals.
The Product Visioning Workshop: A Proven Method for Product Planning and Prio...Perfetti Media
Is your team looking for new product concepts to capture a new market? Do you need to establish a long-term product strategy? Are you working to set a direction to drive roadmap decisions?
In this presentation, we will share a proven approach for creating a long-term product vision that your team can understand and rally behind. We will share all of the techniques you'll need to successfully run a Product Visioning Workshop with your product team and business stakeholders.
You will learn how to create a long-term vision for your product, establish consensus and buy-in across your organization, and prioritize features for the product roadmap. Your product managers will come away equipped to create roadmaps that align with your long-term product strategy.
The 6 Patterns of High Performing TeamsDeidre Paknad
Great Teams Exhilarate — What Sets Them Apart?
There is nothing quite like the sensation and satisfaction of being on a high performing team. I’ve had this luck and pleasure a number of times in my career, but it’s rarer than I’d like. High performing teams seem to generate their own energy and elevate everyone on the team to their full potential.
Despite achieving more, working on these teams is less taxing — the workday feels shorter and less frustrating.
So what sets high performing teams apart and why aren’t all teams so successful and fun?
High performing teams aren’t just a collection of strong individual performers, although that certainly helps. They don’t leave great performance to luck or personality, they design for success.
Here are 6 tangible and actionable attributes of high performing teams:
1. Defined Goals
Defined goals and a clear plan to achieve them are essential to great performance. Abstract annual goals aren’t enough — teams need shorter-range, compelling and clear goals that unify and galvanize them on shared purpose. Sequencing these to an annual result works well, but it’s key the team wants to achieve the goals.
2. Committed Actions
Successful teams write down the committed actions each person owns on the path to goal achievement (and they waste less time determining who owns what). Members feel a sense of personal ownership and have a shared intention to accomplish the results they’ve committed to the team week over week. Making progress on actions aligned with a goal people believe in energizes people and elevates their performance, according to author and Harvard professor Teresa Amabile.
3. True Transparency
Facts and status enable members of the team to work more effectively together, pivot or adjust course quickly on unforeseen events, and execute with greater efficiency and predictability. Embracing transparency is one of the most distinct features of high performing teams (and a stark contrast to the politicized and professional “ball hiders” that frequent lesser performing teams). Moreover, the activity required to achieve transparency improves the odds of goal achievement: people with written goals and actions alone have a 43% goal achievement rate while adding status reports against goals boosts the likelihood of achievement to 76%.
4. Unabashed Accountability
The team leader and members hold themselves and each other accountable for their commitments and goal achievement week to week. When the team or a person comes up short, it’s not swept under the rug — it’s triaged and addressed quickly to get back on track to goal. There is a uniform expectation of each other, that when combined with a uniformly high level of commitment to goal, are the essence of a high performing team’s greatness.
5. Frequent Feedback
Members of the team get and ask for regular feedback on their work. Learning members get positi
The veteran business consultant William Bridges explains the meaning of a transition and how to manage the process successfully during an organizational change. The innovation makes the business world transforming in a fast pace. Managing transitions can be the key for the survival of the company in the new world.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
This talk explores the interesting paradox of sometimes conflicting skills and characteristic of those leaders that are able to drive a high performance organisation and those that can create a great place to work.
• The power of a paradox
• The debates and stories we hear
• The leadership capabilities required to drive a High Performance Culture - Innovative and strategic thinking, strategic alignment and traction, structure and role alignment, talent management, change management, culture transformation
• The leadership capabilities required to drive a High Engagement Culture -Transformational leadership, Engagement, Enablement, Empowerment, Leading high performance teams, Holding Crucial Conversations
• Personality vs Capability – can a leader change his approach?
• Getting it right
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
The Goal Setting Workshop helps to define a Mission Statement, then create goals in alignment with that vision statement, with balance in 8 key life areas, and then develops the first action plan based on each of the goals.
The Product Visioning Workshop: A Proven Method for Product Planning and Prio...Perfetti Media
Is your team looking for new product concepts to capture a new market? Do you need to establish a long-term product strategy? Are you working to set a direction to drive roadmap decisions?
In this presentation, we will share a proven approach for creating a long-term product vision that your team can understand and rally behind. We will share all of the techniques you'll need to successfully run a Product Visioning Workshop with your product team and business stakeholders.
You will learn how to create a long-term vision for your product, establish consensus and buy-in across your organization, and prioritize features for the product roadmap. Your product managers will come away equipped to create roadmaps that align with your long-term product strategy.
25 Mission Statements From the World's Most Valuable BrandsPalo Alto Software
The best example of a mission statement will define your company and its purpose in 30 seconds or less.
Great ones avoid buzz words, empty phrases, or mission statements that are so general they could apply to many different companies.
It’s a challenge, but you want to capture what your company stands for in a brief and memorable way.
Sometimes it helps to look at the mission statements of other companies to get a better idea of how to write your own mission statement.
Gathered below are the mission statements of the world’s 25 most valuable brands in 2015.
We’ve also graded each mission statement to demonstrate how effective they are.
A videó bemutatja, hogyan lehet missziót és víziót készíteni gondolati térkép (mind-map) segítségével.
Fodor Tamás, vezetési tanácsadó, coach
www.tfodor.hu
Business for engineers part 6: Company valuesJan Isakovic
A quick introduction to basic business concepts aimed at engineers and all who wish a simple and quick explanation. Part 6 and last part in the series is covering perhaps the fuzziest concept of them all: company values.
This workshop presentation will help you discover your God-given purpose and destiny. It walks you through step-by-step to develop a Personal Vision Statement, a Mission Statement, an Envisioned Future, and an 5-30 year goal.
MBA EM GESTÃO DE PROJETOS E PROCESSOS ORGANIZACIONAIS TURMA 25
Templates para auxiliar no Business Case – Planejamento Estratégico
Aula – Professor Daniel de Carvalho Luz
MBA em Gestão de Projetos e Processos Organizacionais turma 25
This revision presentation provides an overview of the core strategic topic of business mission, aims and objectives. The main focus of the presentation is to outline the theory of the use of mission, aims and objectives rather than provide examples of these in context.
Agile teams operate in the context of an organization, whether it's a small start-up or a global corporation. Organizations that are clear about why they are in business will have a mission identified that expresses what they're all about. A great mission can provide the spice that transforms a team from one that delivers features and projects, to one that passionately delivers business value with fire-breathing intensity. This session will explore how you can utilize the mission of an organization to spice up a team's work, and how a team with a great mission behind it can influence agility throughout an organization.
This five-session discussion guide helps people get involved in an important issue facing all of us: the well-being of our youngest children. The guide looks at how we are connected to the lives of children in our community and the “invisible” effects of racism and poverty. It also guides people in developing plans for action.
Twenty First Century Influencer at ITEC 2010 ConferenceVicki Davis
Influencing positive change in schools is daunting. This is the slidedeck for the twenty first century influencer presentation delivered as the Monday keynote address at the ITEC conference 2010 by Vicki Davis, Classroom Teacher.
A Power Point I created as pro bono work for a not-for-profit which did and does great work but lacked discipline and focus. I completed a communications audit for them and this was my presentation and recommendation. Hope any part of it may help other organizations - even the for profit. The simpler you can get, the more associates will understand and row together.
Week 2.1 Using The Social Web For Social Change - October Intensive Saturday ...Christopher Allen
Presentation at the October Intensive on Saturday for the BGI (Bainbridge Graduate Institute) course "Using the Social Web for Social Change". Topics included Thank You and Appreciation, Opening Circle, The Firehose & The Iceberg, Community Agreement for Class, Alignment with Other Classes, Review of Weeks 1 & 2, The Online vs Offline Life, The Drexler / Sibbet Team Performance Model, Time Place Model, Four Kinds of Privacy, Questioning the Online Life.
Co-creation brings groups together to jointly produce a mutually valued outcome.
Today’s business world: we meet to talk about what we’re going to do, we go off in our vacuum, we create something, we come back to review, we get feedback, we debate, we revise, and ultimately create something that doesn’t hit the mark from all sides. This is wildly inefficient and produces subpar products.
Pinaki Kathiari, co-founder of Local Wisdom and Stephen Garguillo, Senior Manager of Creative Engagement at Johnson & Johnson, have changed this model in their teams. Co-creation can be used with clients and agencies, companies and customers, between internal departments, basically any number multi disciplined teams looking to produce something.
In their talk 7 Do’s and Don’ts for Co-Creation, Stephen and Pinaki talk about the important aspects of how to bring people together to create fantastic outcomes. From knowing why and when you should co-create, to facilitation, and keeping a bias towards action, you’ll learn what it takes to produce awesome work together than hits the mark from all angles.
Great Fundraising Events Can Fully Load the Major Gift FunnelBloomerang
https://bloomerang.co/resources/speaking/
Fundraising events have become an increasingly important and ubiquitous tool for nonprofit organizations.
But what is it that ultimately makes an event “successful?” and how can events provide new and potentially exciting forms of value for participants?
This session will dive into new Bloomerang-funded research from the Rogare Fundraising Think Tank at Plymouth University, which outlines for the first time what overarching factors may have a part to play in distinguishing genuinely outstanding fundraising events from merely ‘average’ ones.
Learning Outcomes:
Discover how your own efforts compare with an international focus group
Learn the critical success factors that lead to event success
Uncover key recommendations for creating memorable experiences
This keynote delivered in Arkansas at the TNT conference is a motivational approach of looking at change and technology from a classroom teacher who is collaborating globally and using many leading (and older) technology tools.
How to Build a Volunteer Blog with Form & Function Julie Pippert
How does a bare-bones nonprofit manage to create a strong and consistent online and social media presence without spending big $$ and hiring a team? Same way it manages other projects: volunteers!
But every NPO knows that even the best volunteers need support and coaching, and every volunteer project needs management. That can make it seem daunting or, worse, as a resource drain.
This presentation will specifically walk-through how organizations can create and implement a plan for a volunteer-based online presence that builds connections to community, heightens cause awareness, raises funds and brings valuable rewards.
Using a case study compare/contrast of two national nonprofits’ plans for blogs and social media, learn:
Mobilizing and selecting volunteers
Planning and tasking
Organizing with schedules and deadlines Planning content
Pros and cons of models: regular contributors, guest contributors
I speak in takeaways. Audience members will walk away with a sense of can do!
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
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.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
The French Revolution Class 9 Study Material pdf free download
Mission statement-exercise
1. A Step-by-Step Exercise for
Creating a Mission Statement
Working as a Group to Define a Mission that Matters
60–120 minutes • 10–30 people
START
HERE
2. What you’ll find inside
Your mission statement 2
By itself, your mission statement doesn’t mean much.
It’s just words on a page.
Who needs to write a mission statement? 3
Anyone who wants to decide what you stand for—
how to do work that matters and bring your team together.
Get your group together 4
What you need. Who you’ll need. How much time you’ll need.
Step 1: Storytelling 5
One of the fastest ways to get to the heart of your mission.
Step 2: Sharing 8
Sharing your stories with the group and discovering the Big Ideas.
Step 3: Craft your statements 11
You have everything you need to create a powerful statement.
Step 4: Sharing, take 2 13
“Here, I made this. What do you think?”
Step 5: A dose of vision 14
“This is why we have to do this. This is why we can succeed.”
Step 6: Jump 15
Close your eyes and do it.
3. 2
By itself, your mission statement
doesn’t mean much.
It’s just words on a page.
But if it’s supported by a
group of people who care about
making a difference in the world,
that’s something else.
Few things are as powerful as
a shared mission.
This exercise will help your team
come up with a mission that
matters, and then make the jump.
It can take as little time as an hour.
Are you ready?
Your mission statement
Change This
nonprofithub.org
4. A nonprofit mission is never static.
Especially in the first years, an organization’s mission
shifts and changes as the organization develops.
This tool is for teams who are either:
• Starting a nonprofit organization, or
• Rebooting their mission statement.
This tool is for those who want to skip the nitpicking, word choice arguments
or needing to create the elusive “perfect mission statement.”
It’s about deciding what you stand for, doing work that matters and bringing
your team together.
Who needs to write a mission statement?
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5. What you’ll need:
• Paper and pens for brainstorming. Index cards work great.
• A whiteboard or big sheets of paper for the group moderator.
• Coffee and bagels (optional).
Who you’ll need:
• You: an impartial moderator—preferably an outsider, not the
executive director. You keep things moving and help supervise.
• 10 to 30 of the people who care most about your organization.
This is a group project.
How much time you’ll need:
• One to two hours.
Get your group together
4
tick tock
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6. Once upon
a time . . .
One of the fastest ways to the heart of your
mission is the stories your group already has.
1. Split your large group into several small groups of 3–5 people each.
Make your groups as diverse as possible.
2. Each member of your mini-group gets a few minutes to share a story.
This question can prompt some good ones:
“What does it look like when we’re doing our best work?”
3. Don’t have any story yet? Make one up.
“What would it look like when we’re doing our best work?”
4. Write details out on your notecards or paper. You’ll be sharing
stories with the large group soon. Don’t forget them.
“ In Rwanda, we got to help Bagina’s family easily get clean water
which allowed the four children to focus on school work instead
of spending days sick from bad water and nights walking hours
to carry back water from the dirty river.”
(Modeled after charity: water)
e.g.
5
Step 1: Storytelling
Time: 10–20 minutes
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7. 5. Look at the stories you’ve written down as a group. Identify every
time you mention a specific place or a person. Circle them so you
can identify them later.
“ In Rwanda, we got to help Bagina’s family easily get clean water
which allowed the four children to focus on school work instead
of spending days sick from bad water and nights walking hours
to carry back water from the dirty river.”
e.g.
6. Now draw a square around any mention of your organization
making a difference and taking action. (It’s ok to overlap your squares
and circles.)
“ In Rwanda, we got to help Bagina’s family easily get clean water
which allowed the four children to focus on school work instead
of spending days sick from bad water and nights walking hours
to carry back water from the dirty river.”
e.g.
“ In Rwanda, we got to help Bagina’s family easily get clean water
which allowed the four children to focus on school work instead
of spending days sick from bad water and nights walking hours
to carry back water from the dirty river.”
e.g.
7. Finally, underline anytime something in the story changes for better
or results from your work.
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8. 8. Your stories should look like this by now:
“In Rwanda, we got to help Bagina’s family easily get clean water
which allowed the four children to focus on school work instead
of spending days sick from bad water and nights walking hours
to carry back water from the dirty river.”
The point of this exercise: being able to identify the important
parts of your stories so you can share with the large group.
If you identify the parts of your stories out loud, you can skip all
the diagramming. But we think it’s helpful.
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9. Step 2: Sharing
Time: 20–25 minutes
Now it’s time to share your stories and important elements.
1. All small groups merge back into one large group.
2. As moderator, create the following grid on a visible whiteboard,
large piece of paper or whatever else you’ve got:
Our Cause
Who? What? Where?
Our Actions
What we do
Our Impact
Changes for the better
Circled items go here
Squared items go here
Underlined items go here
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10. 3. Have each group share stories from their group.
As they share, have them identify the objects the identified and put
them on your chart.
4. Patterns and similarities will develop naturally—group similar ideas
more or less together, like we’ve grouped our examples above.
Our Cause
Who? What? Where?
Our Actions
What we do
Our Impact
Changes for the better
Bangladesh developing areas
Rwanda Ngoma rural communities
Liberia
farmers
women families business owners
children Bagina fishermen
access to clean water
wells latrines
safe routes to water sanitation
handwashing
education
water filter
less sickness reduce poverty
health less thirst improved economy
decrease mortality solid communities
more food
kids can go to school
less fear can pursue other dreams
less crime save time and energy
9
charity: watere.g.
nonprofithub.org
11. Bangladesh
Rwanda Ngoma developing areas
Liberia rural communities
women families farmers
children Bagina business owners
fishermen
Clean Water Sanitation/Education
Families/Communities Local Economies
less sickness reduce poverty
health less thirst improved economy
decrease mortality solid communities
more food
less fear kids can go to school
less crime can pursue other dreams
save time and energy
charity: watere.g.
Our Cause
Who? What? Where?
Our Actions
What we do
Our Impact
Changes for the better
access to clean water latrines
wells sanitation
handwashing
safe routes to water education
water filter
Developing Areas
Security Opportunity
Health Stronger Communities
5. Name and identify common ideas from your stories and label their Big Idea.
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12. Step 3: Craft your statements
Time: 5–10 minutes
Time to get back into your original small groups
and craft a mission statement.
1. Split back into your small groups.
2. As a group, you’re going to write a mission statement for your organization
that incorporates the Big Ideas you identified as a large group (They should still
be somewhere everyone can see them.):
All mission statements have these three elements: Cause, Actions and Impact.
Here are some simple examples of mission statements that incorporate the Big
Ideas above:
e.g.
“We help families in developing areas stay healthy
by providing clean water and education.”
“Helping build safe, strong communities in the
developing world through safe drinking water.”
“Through clean water, we promote security and
opportunities in rural economies.”
Our Cause Our Actions Our Impact
Who? What? Where? What we do Changes for the better
developing areas provide clean water health
families/communities sanitation/education stronger communities
local economies security
opportunity
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13. e.g.
3. Here are 5 things to remind your group:
• Don’t worry about word choice. This is the easiest part to nit-
pick and the least important for your final statement!
• Keep it short. Many of the best mission statements have fewer
than 10 words.
• Keep it simple. Too many nonprofits have long, flowery mission
statements that sound toiled over.
• Say it out loud. Does it sound awkward? Memorable? Catchy?
Human?
• The disagreement test: If no one would disagree with your
statement (things like “make the world better” or “act with integrity”)
then your statement is too generic. Don’t hide behind clichés!
“charity: water is a non-profit organization bringing clean and safe
drinking water to people in developing nations.”
“The mission of The Food Bank of Western Massachusetts is to work
with our community to reduce hunger and increase food security.”
“TED is a nonprofit devoted to Ideas Worth Spreading.”
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14. 13
Time: 5 minutes
Now it’s time to share your potential statements as a large group.
1. All small groups merge back into one large group.
2. Have the moderator write each potential mission statement for
everyone to see as each group shares it out loud.
3. If you like, you can identify each time a Big Idea identified ear-
lier shows up. Remember: the Big Ideas can be implied—they
don’t have to be stated directly.
Step 4: Sharing, take 2
Big Idea
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15. Ahoy
Time: 5 minutes
Now you’ve got several strong, simple mission statement
possibilities.
Each statement is built off the powerful stories your
nonprofit has experienced or hopes to make true.
1. Moderator: Ask for volunteers to share why they know
the mission you’ve defined is important.
Why does it matter?
And most of all, why do you know that you can achieve
this mission together?
This is the final, most important test.
Step 5: A dose of vision
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16. You don’t have your final mission statement yet, but you’re close.
1. Appoint a committee or final decision maker to take these
mission statements and Big Ideas finalize the wording.
2. Have the final decision maker present the final mission
statement to your organization at a later date.
Step 6: Jump
A mission statement does two things:
1. Tells the world why what you’re doing matters.
2. Leads your organization to do what matters.
By itself, a mission statement isn’t enough.
You’ve got to make the jump.
Make your mission a reality. Do work that matters.
15
You
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17. We’re nonprofithub.org.
We’re dedicated to empowering
nonprofit organizations by creating
and shipping the highest quality
nonprofit resources available online.
We believe the world needs more
remarkable nonprofits.
Thanks for reading
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