Bringing in new talent can help build a smarter company by questioning existing processes and bringing in new ideas to reexamine and find better and faster ways of working. New talent provides fresh perspectives, optimism, energy and enthusiasm.
Inspiration is important because it gives us new ideas and perspectives that allow us to think beyond our ordinary experiences. Inspiration can motivate us and transform how we see our abilities. While inspiration has sometimes been viewed as supernatural, research shows it can be activated and influenced. Innovation involves improving or replacing processes, products, or services. Innovative thinking is a creative process of generating novel ideas and solutions to change the status quo. Integration combines components into a single system to increase productivity, reduce wasted time, and foster teamwork.
Designing the Innovating Organization by Jay R. GalbraithNauman Hussaini
This document discusses how to design organizations for innovation. It argues that invention occurs best when initial innovation efforts are separated from the existing operating organization and its controls, as innovating and operating require opposing logics. The document outlines how an innovating organization should differentiate itself, focusing on conversion of new knowledge into products/services and putting them into use, rather than production orientation. It also discusses the roles of champions, sponsors, and orchestrators in innovation efforts and how idea generators prefer autonomy.
The document summarizes the key points from the book "The Seeds of Innovation" which discusses how organizations can foster innovation. It outlines three components of innovation - creative thinking, strategic thinking, and transformational thinking. Creative thinking involves techniques for generating new ideas like discovering connections and becoming a visual thinker. Strategic thinking requires seeing the big picture, looking into the future, and identifying strategic ideas. Transformational thinking involves seeking greater awareness of self, teams, and the organization to ignite passion and take action to implement innovations. The integration of these three "seeds" is essential for organizations to achieve success and become innovative.
How To Strategically Increase Workplace Productivity (And Your Bottom Line)That's So Becoming
The document discusses how playing chess can help increase employee productivity and business profits. It argues that chess teaches strategic thinking and problem-solving skills that are directly applicable to business. The document recommends starting an employee chess club as a low-cost training strategy to develop skills like competitiveness, strategic thinking, and analytical abilities in workers. This in turn can boost overall productivity, help the business remain competitive, and increase profits.
Why train people to be brainstorm facilitatorsJesse Ditkoff
This document discusses why companies should train their employees to be masterful brainstorm facilitators. It notes that companies need to adapt to changing markets by creating new products, services, and better ways of doing business. This requires envisioning new possibilities and tapping into employees' creativity and ideas. The document proposes that companies can do this by creating a team of in-house brainstorm facilitators, trained to spark great ideas and transform groups into thriving idea greenhouses. It suggests that these facilitators already exist within companies and simply need to be identified, skilled up, and unleashed to design engaging brainstorm sessions.
The document summarizes the key points from the book "The Idea Generator Quick and Easy Kaizen" by Bunji Tozawa and Norman Bodek. It defines Kaizen as continuous improvement through small, incremental changes. The book presents a system for encouraging employees to propose and implement small improvement ideas with support from their supervisor. It provides guidelines for writing up ideas and tracking successes. The summary outlines three principles for effective Kaizen implementation: making incremental changes in parts not the whole, viewing problems from different angles, and starting improvements at an easily achievable level.
The document discusses the three key elements of effective execution: creating an execution-focused culture, involving and developing the right people, and instituting robust systems and processes. It emphasizes establishing personal responsibility and accountability, choosing the right people and investing in their development, tying objectives to strategy and goals, and rigorously following up on objectives. The overall message is that execution is critical for organizational success.
The document discusses how small improvements in sales and reductions in costs can significantly improve profits through the multiplier effect. It provides examples of how a 2% increase in sales and 2% reduction in costs could lead to a 20-50% increase in profits. It introduces OPD theory as a scientific link between human behavior at work and organizational profits and losses. OPD-HCD is presented as a technology derived from this theory that can lift human performance by 10-15%, potentially increasing sales by 3-5%, reducing costs by 2-4%, and increasing profits substantially. Reflection questions are provided to help assess the potential gains from implementing this approach.
Inspiration is important because it gives us new ideas and perspectives that allow us to think beyond our ordinary experiences. Inspiration can motivate us and transform how we see our abilities. While inspiration has sometimes been viewed as supernatural, research shows it can be activated and influenced. Innovation involves improving or replacing processes, products, or services. Innovative thinking is a creative process of generating novel ideas and solutions to change the status quo. Integration combines components into a single system to increase productivity, reduce wasted time, and foster teamwork.
Designing the Innovating Organization by Jay R. GalbraithNauman Hussaini
This document discusses how to design organizations for innovation. It argues that invention occurs best when initial innovation efforts are separated from the existing operating organization and its controls, as innovating and operating require opposing logics. The document outlines how an innovating organization should differentiate itself, focusing on conversion of new knowledge into products/services and putting them into use, rather than production orientation. It also discusses the roles of champions, sponsors, and orchestrators in innovation efforts and how idea generators prefer autonomy.
The document summarizes the key points from the book "The Seeds of Innovation" which discusses how organizations can foster innovation. It outlines three components of innovation - creative thinking, strategic thinking, and transformational thinking. Creative thinking involves techniques for generating new ideas like discovering connections and becoming a visual thinker. Strategic thinking requires seeing the big picture, looking into the future, and identifying strategic ideas. Transformational thinking involves seeking greater awareness of self, teams, and the organization to ignite passion and take action to implement innovations. The integration of these three "seeds" is essential for organizations to achieve success and become innovative.
How To Strategically Increase Workplace Productivity (And Your Bottom Line)That's So Becoming
The document discusses how playing chess can help increase employee productivity and business profits. It argues that chess teaches strategic thinking and problem-solving skills that are directly applicable to business. The document recommends starting an employee chess club as a low-cost training strategy to develop skills like competitiveness, strategic thinking, and analytical abilities in workers. This in turn can boost overall productivity, help the business remain competitive, and increase profits.
Why train people to be brainstorm facilitatorsJesse Ditkoff
This document discusses why companies should train their employees to be masterful brainstorm facilitators. It notes that companies need to adapt to changing markets by creating new products, services, and better ways of doing business. This requires envisioning new possibilities and tapping into employees' creativity and ideas. The document proposes that companies can do this by creating a team of in-house brainstorm facilitators, trained to spark great ideas and transform groups into thriving idea greenhouses. It suggests that these facilitators already exist within companies and simply need to be identified, skilled up, and unleashed to design engaging brainstorm sessions.
The document summarizes the key points from the book "The Idea Generator Quick and Easy Kaizen" by Bunji Tozawa and Norman Bodek. It defines Kaizen as continuous improvement through small, incremental changes. The book presents a system for encouraging employees to propose and implement small improvement ideas with support from their supervisor. It provides guidelines for writing up ideas and tracking successes. The summary outlines three principles for effective Kaizen implementation: making incremental changes in parts not the whole, viewing problems from different angles, and starting improvements at an easily achievable level.
The document discusses the three key elements of effective execution: creating an execution-focused culture, involving and developing the right people, and instituting robust systems and processes. It emphasizes establishing personal responsibility and accountability, choosing the right people and investing in their development, tying objectives to strategy and goals, and rigorously following up on objectives. The overall message is that execution is critical for organizational success.
The document discusses how small improvements in sales and reductions in costs can significantly improve profits through the multiplier effect. It provides examples of how a 2% increase in sales and 2% reduction in costs could lead to a 20-50% increase in profits. It introduces OPD theory as a scientific link between human behavior at work and organizational profits and losses. OPD-HCD is presented as a technology derived from this theory that can lift human performance by 10-15%, potentially increasing sales by 3-5%, reducing costs by 2-4%, and increasing profits substantially. Reflection questions are provided to help assess the potential gains from implementing this approach.
The organization's vision is to create clarity, connection and collaboration within organizations to enable positive changes, and their mission is to inspire socially conscious businesses to implement synergistic models that improve efficiency, productivity, innovation, employee morale and more. A variety of programs are described such as motivational speaking, personal development, coaching, mastermind groups, and the Synergy 3D program which aims to uncover knowledge and ideas to make companies market leaders through a win-win-win approach for organizations, employees, and customers.
Exploring the Fertile Boundaries Between Faith and Business // #leanfaithLean Startup Co.
Ken Howard, FaithX , @paradoxy101
Toby Rubin, UpStart Bay Area , @upstartbayarea
Spencer Burke, Hatchery LA , @hatchery_la
Author, extrapreneurial faith leader, and church futurist, Ken Howard, will lead a curated discussion of the fertile ground that lies at the boundaries of faith and business. He will be joined by entrepreneur and community innovator Toby Rubin, of UpStart Bay Area, and innovator and author Spencer Burke, of HatcheryLA. Topics like: Experimental Faith-Based Communities & Organizations, Lean in the Jewish Space, and Incubation & Acceleration of Faith Communities are just a few of the things Ken and his guests will be discussing at this first-of-its-kind program at the Lean Startup Conference.
This document discusses innovation and creativity in organizations. It defines creativity as the ability to combine ideas in unique ways. Creative individuals have particular styles, originality, competence, experience, determination and flexibility. However, for ideas to be implemented in organizations, they must go through hurdles at different management levels where the ideas get refined. While individual creativity can lead to radical innovations, organizational creativity through systematic research tends to result in continuous improvements and fewer imitations. The principles of innovation include valuing all ideas, assisting idea originators, and enhancing ideas to demonstrate potential value before bringing to management. The innovation process involves generating, screening, testing feasibility and implementing ideas through different stages like a funneling process.
This document discusses innovation leadership and how leaders can foster innovation within their organizations. It makes three key points:
1. Innovation is crucial for organizations to adapt to today's uncertain environment, but traditional business thinking is not enough. Leaders need innovative thinking skills to solve complex problems.
2. These innovative thinking skills include paying attention, personalizing, imaging, serious play, collaborative inquiry, and crafting. Experimenting with these skills can help reframed challenges and develop a deeper understanding of customers.
3. For organizations to truly innovate, leaders must not only develop their own innovative thinking but also create an innovative culture where others can solve problems innovatively. This requires organizational encouragement of innovation and removing imped
The document discusses innovation and creativity. It defines innovation as taking new ideas to customers by converting new knowledge into new products and services. It also lists some characteristics of creative individuals and organizational hurdles to creativity. Some principles of innovation discussed include giving ideas a hearing, involving originators in developing their ideas, and addressing both technical and marketing issues. The innovation process is depicted as a series of funnels where many ideas are narrowed down to few innovations.
The document is a leader's guide to innovation from Dale Carnegie Training. It discusses how innovation is important for organizations to stay competitive and outlines a process for leaders to foster innovation. The process involves visualizing an ideal future state, finding facts about the current state, identifying challenges and opportunities, brainstorming ideas, evaluating solutions, gaining acceptance, implementing solutions, following up on implementation, and evaluating results. Fostering innovation requires open communication, valuing employees, and creating a positive work environment.
“Creativity and Management” a research paper presented in an " Creativity and Management" Research Paper Presented at International Conference on New Paradigms
in Management Theory and Practice, hosted by School of Management Studies, Punjabi University, Patiala,
Punjab, India, on 04 – 05 September, 2010. Authors: Hardeep Singh and Bikrampal Singh
SLIM is Spark's approach to lean intrapreneurship. Intrapreneurship can be a huge undertaking - it affects an entire organization and, if done wrong, can be devastating. Check the presentation and feel free to contact us if you have any questions.
Whether it’s GE’s lean-startup inspired FastWorks program, Zappos' move to Holacracy, or the US Military's new team-of-team structure; agile, lean, and responsive organizations are all the rage. But this shift from hierarchy to network is creating a leadership gap. Mangers often can't get out of their own way and reflexively apply a top-down mindset that stifles much needed collaboration. In this talk I’ll help you understand the essential skills you need to empower and enables agile, lean, and responsive organizations.
The Dark Side of Innovation @daniel_eggerDaniel Egger
The Dark Side of Innovation shares practical insights and looks beyond the shiny/bright side. How could the process impact your organization? It also tackles insights from the practice and myths.
Jack Welch created new ways to reform General Electric by giving employees more energy and opportunities for growth. He emphasized two-way communication between managers and staff to share ideas and feedback. Welch believed leadership is about having a vision and inspiring change that improves people's lives and organizations. Effective managers must have strategic marketing visions to gain profits and compete in changing markets.
The document discusses creativity and how it can be fostered. It defines creativity as bringing into existence new ideas, defines the stages of the creative process, and discusses attributes of creativity like being new, useful, and feasible. It also discusses components that contribute to creativity like expertise, motivation, creative thinking skills. Additionally, it outlines ways organizations can support creativity such as through diverse teams, challenging jobs, recognizing creativity, and providing resources like time. The document provides examples of how rule-breaking led to innovations and discusses conceptual blocks to creativity like assumptions, fear of failure, and overreliance on logic.
MANAGEMENT 3.0 - change and innovation practicesRatekoulutus
Management 3.0 is a workshop, a course, a couple of books, and a collection of concrete practices, to inspire managers and team members, who face the challenge of transforming their organizations to be more innovative, with a higher productivity.
Innovation Women Speak! Webinar: Creativity and Business: Why It MattersInnovation Women
Creativity is regarded as one of the top three personality traits most important in career success, but are C-Suite executives fusing creativity into business within their internal environments? This webinar will offer tips and techniques to assist leaders in balancing ones’ creativity in business, cultivate meaningful projects and build a supportive team while showcasing creativity as an important leadership role.
John Francis "Jack" Welch, Jr. (born November 19, 1935 this is also my bday) is an American chemical engineer, business executive, and author. He was Chairman and CEO of General Electric between 1981 and 2001. In 2006 Welch's net worth was estimated at $720 million.
This document summarizes a presentation on leadership and management in an agile world. It discusses how the role of management has changed due to increased business volatility and the need for agility. Traditional management theories are over 100 years old and may not be suited for today's environment where the only constant is change. Agile approaches emphasize collaboration, continuous learning, and empowering self-managed teams. The presentation examines different leadership styles and how to create a culture supportive of agility through practices like sharing power, decentralizing decision-making, coaching teams, and focusing on customer value over compliance.
The document provides information on building organization development (OD) capabilities. It discusses the roles of OD professionals, which include being a trusted advisor, change facilitator, communication promoter, and business partner. Building OD capabilities requires identifying requirements, designing interventions to drive culture and performance, and providing leadership on change management. It also discusses tools that OD professionals use, such as action research, communication tools, and analyzing an organization's current and future states. The document emphasizes that extensive practice is needed to build OD skills and capabilities.
Este documento presenta la unidad 1 de Ciencias Naturales para el curso de Segundo Básico. Los objetivos de aprendizaje se enfocan en identificar partes clave del cuerpo humano como el corazón, pulmones, estómago, esqueleto y músculos, y explicar la importancia de la actividad física. La unidad se desarrollará a través de la exploración interactiva de un blog sobre el cuerpo humano y juegos educativos durante 90 minutos, y será evaluada mediante la identificación correcta de las partes
Jean Carlos Torres Hernández, estudiante de 11 grado en el colegio Santa María en Apartado, Antioquia, está solicitando empleo. Actualmente no tiene experiencia laboral y vive solo en Apartado donde ha residido toda su vida. Practica deportes y no pertenece a ninguna asociación.
The organization's vision is to create clarity, connection and collaboration within organizations to enable positive changes, and their mission is to inspire socially conscious businesses to implement synergistic models that improve efficiency, productivity, innovation, employee morale and more. A variety of programs are described such as motivational speaking, personal development, coaching, mastermind groups, and the Synergy 3D program which aims to uncover knowledge and ideas to make companies market leaders through a win-win-win approach for organizations, employees, and customers.
Exploring the Fertile Boundaries Between Faith and Business // #leanfaithLean Startup Co.
Ken Howard, FaithX , @paradoxy101
Toby Rubin, UpStart Bay Area , @upstartbayarea
Spencer Burke, Hatchery LA , @hatchery_la
Author, extrapreneurial faith leader, and church futurist, Ken Howard, will lead a curated discussion of the fertile ground that lies at the boundaries of faith and business. He will be joined by entrepreneur and community innovator Toby Rubin, of UpStart Bay Area, and innovator and author Spencer Burke, of HatcheryLA. Topics like: Experimental Faith-Based Communities & Organizations, Lean in the Jewish Space, and Incubation & Acceleration of Faith Communities are just a few of the things Ken and his guests will be discussing at this first-of-its-kind program at the Lean Startup Conference.
This document discusses innovation and creativity in organizations. It defines creativity as the ability to combine ideas in unique ways. Creative individuals have particular styles, originality, competence, experience, determination and flexibility. However, for ideas to be implemented in organizations, they must go through hurdles at different management levels where the ideas get refined. While individual creativity can lead to radical innovations, organizational creativity through systematic research tends to result in continuous improvements and fewer imitations. The principles of innovation include valuing all ideas, assisting idea originators, and enhancing ideas to demonstrate potential value before bringing to management. The innovation process involves generating, screening, testing feasibility and implementing ideas through different stages like a funneling process.
This document discusses innovation leadership and how leaders can foster innovation within their organizations. It makes three key points:
1. Innovation is crucial for organizations to adapt to today's uncertain environment, but traditional business thinking is not enough. Leaders need innovative thinking skills to solve complex problems.
2. These innovative thinking skills include paying attention, personalizing, imaging, serious play, collaborative inquiry, and crafting. Experimenting with these skills can help reframed challenges and develop a deeper understanding of customers.
3. For organizations to truly innovate, leaders must not only develop their own innovative thinking but also create an innovative culture where others can solve problems innovatively. This requires organizational encouragement of innovation and removing imped
The document discusses innovation and creativity. It defines innovation as taking new ideas to customers by converting new knowledge into new products and services. It also lists some characteristics of creative individuals and organizational hurdles to creativity. Some principles of innovation discussed include giving ideas a hearing, involving originators in developing their ideas, and addressing both technical and marketing issues. The innovation process is depicted as a series of funnels where many ideas are narrowed down to few innovations.
The document is a leader's guide to innovation from Dale Carnegie Training. It discusses how innovation is important for organizations to stay competitive and outlines a process for leaders to foster innovation. The process involves visualizing an ideal future state, finding facts about the current state, identifying challenges and opportunities, brainstorming ideas, evaluating solutions, gaining acceptance, implementing solutions, following up on implementation, and evaluating results. Fostering innovation requires open communication, valuing employees, and creating a positive work environment.
“Creativity and Management” a research paper presented in an " Creativity and Management" Research Paper Presented at International Conference on New Paradigms
in Management Theory and Practice, hosted by School of Management Studies, Punjabi University, Patiala,
Punjab, India, on 04 – 05 September, 2010. Authors: Hardeep Singh and Bikrampal Singh
SLIM is Spark's approach to lean intrapreneurship. Intrapreneurship can be a huge undertaking - it affects an entire organization and, if done wrong, can be devastating. Check the presentation and feel free to contact us if you have any questions.
Whether it’s GE’s lean-startup inspired FastWorks program, Zappos' move to Holacracy, or the US Military's new team-of-team structure; agile, lean, and responsive organizations are all the rage. But this shift from hierarchy to network is creating a leadership gap. Mangers often can't get out of their own way and reflexively apply a top-down mindset that stifles much needed collaboration. In this talk I’ll help you understand the essential skills you need to empower and enables agile, lean, and responsive organizations.
The Dark Side of Innovation @daniel_eggerDaniel Egger
The Dark Side of Innovation shares practical insights and looks beyond the shiny/bright side. How could the process impact your organization? It also tackles insights from the practice and myths.
Jack Welch created new ways to reform General Electric by giving employees more energy and opportunities for growth. He emphasized two-way communication between managers and staff to share ideas and feedback. Welch believed leadership is about having a vision and inspiring change that improves people's lives and organizations. Effective managers must have strategic marketing visions to gain profits and compete in changing markets.
The document discusses creativity and how it can be fostered. It defines creativity as bringing into existence new ideas, defines the stages of the creative process, and discusses attributes of creativity like being new, useful, and feasible. It also discusses components that contribute to creativity like expertise, motivation, creative thinking skills. Additionally, it outlines ways organizations can support creativity such as through diverse teams, challenging jobs, recognizing creativity, and providing resources like time. The document provides examples of how rule-breaking led to innovations and discusses conceptual blocks to creativity like assumptions, fear of failure, and overreliance on logic.
MANAGEMENT 3.0 - change and innovation practicesRatekoulutus
Management 3.0 is a workshop, a course, a couple of books, and a collection of concrete practices, to inspire managers and team members, who face the challenge of transforming their organizations to be more innovative, with a higher productivity.
Innovation Women Speak! Webinar: Creativity and Business: Why It MattersInnovation Women
Creativity is regarded as one of the top three personality traits most important in career success, but are C-Suite executives fusing creativity into business within their internal environments? This webinar will offer tips and techniques to assist leaders in balancing ones’ creativity in business, cultivate meaningful projects and build a supportive team while showcasing creativity as an important leadership role.
John Francis "Jack" Welch, Jr. (born November 19, 1935 this is also my bday) is an American chemical engineer, business executive, and author. He was Chairman and CEO of General Electric between 1981 and 2001. In 2006 Welch's net worth was estimated at $720 million.
This document summarizes a presentation on leadership and management in an agile world. It discusses how the role of management has changed due to increased business volatility and the need for agility. Traditional management theories are over 100 years old and may not be suited for today's environment where the only constant is change. Agile approaches emphasize collaboration, continuous learning, and empowering self-managed teams. The presentation examines different leadership styles and how to create a culture supportive of agility through practices like sharing power, decentralizing decision-making, coaching teams, and focusing on customer value over compliance.
The document provides information on building organization development (OD) capabilities. It discusses the roles of OD professionals, which include being a trusted advisor, change facilitator, communication promoter, and business partner. Building OD capabilities requires identifying requirements, designing interventions to drive culture and performance, and providing leadership on change management. It also discusses tools that OD professionals use, such as action research, communication tools, and analyzing an organization's current and future states. The document emphasizes that extensive practice is needed to build OD skills and capabilities.
Este documento presenta la unidad 1 de Ciencias Naturales para el curso de Segundo Básico. Los objetivos de aprendizaje se enfocan en identificar partes clave del cuerpo humano como el corazón, pulmones, estómago, esqueleto y músculos, y explicar la importancia de la actividad física. La unidad se desarrollará a través de la exploración interactiva de un blog sobre el cuerpo humano y juegos educativos durante 90 minutos, y será evaluada mediante la identificación correcta de las partes
Jean Carlos Torres Hernández, estudiante de 11 grado en el colegio Santa María en Apartado, Antioquia, está solicitando empleo. Actualmente no tiene experiencia laboral y vive solo en Apartado donde ha residido toda su vida. Practica deportes y no pertenece a ninguna asociación.
La maestra le comentó al padre que algunos estudiantes no habían entregado sus materiales y tareas. Le pidió que verificara que sus hijos se pusieran al corriente con sus deberes. Le agradeció por su atención al asunto.
El Dalai Lama aconseja perdonar por egoísmo si no se puede hacer por amor, ya que perdonar es bueno para el propio bienestar aunque sea por motivos egoístas.
La industria minero-metalúrgica es muy importante para la economía de México. Históricamente, la minería ha sido una de las actividades económicas más importantes desde la época prehispánica, cuando se extraían oro, plata y cobre. Actualmente, México es un importante productor mundial de plata, cobre, plomo, zinc y otros minerales. La industria minera contribuye al 1.6% del PIB y emplea a 300,000 personas. Además de su importancia económica, la minería también ha imp
El documento ofrece consejos para evitar sorpresas durante un viaje con un niño pequeño, como lavar frecuentemente las manos del niño para prevenir la diarrea, sumergir una quemadura en agua fresca durante 15 minutos, y sumergir al niño en agua templada si tiene fiebre. También recomienda llevar un paño húmedo en el coche para proteger al niño si no hay aire acondicionado, una almohada en el tren para que se pueda dormir, y reservar dos asientos juntos en el aut
Los fertilizantes químicos se sintetizan a través de varios procesos que incluyen la combinación de materias primas como el petróleo, gas natural, piedra de fosfato, ácido sulfúrico y agua. Estos procesos incluyen reacciones de combinación, neutralización y reacciones ácido-base para producir fertilizantes nitrogenados y fosfatados como el nitrato amónico y el fosfato dicálcico.
1. Las bacterias anaerobias pueden crecer sin oxígeno y se encuentran en cualquier parte del cuerpo humano. Algunas forman esporas mientras que otras no. Las que forman esporas pueden causar infecciones endógenas o exógenas, mientras que las que no forman esporas solo causan infecciones endógenas.
2. Los géneros más importantes de bacterias anaerobias son Clostridium, Bacteroides, Prevotella, Porphyromonas y Fusobacterium. Estos géner
El poema anima al lector a dejar atrás el miedo y seguir adelante hacia lo desconocido, a pesar de la incertidumbre sobre los resultados. No hay riesgo en el camino, sólo la posibilidad de encontrar lo que se busca si uno se atreve a ir más allá de lo conocido.
El documento presenta información sobre la complejidad. Define la complejidad como sistemas compuestos por múltiples partes interconectadas cuyas interacciones generan propiedades emergentes que no pueden predecirse examinando las partes de forma independiente. También describe que los sistemas complejos incluyen tanto sistemas naturales como diseñados por humanos y estructuras sociales, y que la complejidad surge de las no linealidades e impredecibilidades de los sistemas dinámicos. Además, explica que el pensamiento complejo de
Tecnologías de la información y la comunicación 2013Cristhian Monta
Este documento resume varias tecnologías emergentes y sus posibles avances en 2013. Se discuten cargadores inalámbricos en lugares públicos, la realidad virtual que aún necesita tiempo para desarrollarse completamente, y que Google Glass y el "Azul de Windows" probablemente no estarían disponibles este año. También habla sobre televisores 4K de alta resolución, rumores de un teléfono de Facebook y un dispositivo Apple TV, y que los autos autónomos y pagos móviles continuarían progresando pero quizás no alcanzarían su
La energía de ionización es la energía mínima necesaria para remover un electrón de un átomo. Factores como el número atómico, el radio atómico y la configuración electrónica afectan la energía de ionización. La energía de disociación de enlace mide la fuerza de un enlace químico. Factores como la concentración, la temperatura, la presión y el catalizador afectan la velocidad de una reacción química.
Este documento resume las características de la anemia hemolítica causada por deficiencias de la enzima glucosa-6-fosfato deshidrogenasa (G6PD) y de la piruvato cinasa. Describe cómo estas deficiencias enzimáticas conducen a la destrucción prematura de los eritrocitos, causando anemia hemolítica episódica o crónica. También explica los síntomas, hallazgos de laboratorio y tratamiento de estas deficiencias enzimáticas.
This short document promotes creating presentations using Haiku Deck, a tool for making slideshows. It encourages the reader to get started making their own Haiku Deck presentation and sharing it on SlideShare. In just one sentence, it pitches the idea of using Haiku Deck to easily create engaging slideshow presentations.
Jean Carlos Torres presenta su proyecto de vida en el que describe sus fortalezas, debilidades, sueños e intereses. Planea estudiar medicina para convertirse en un profesional respetuoso y honesto, con el apoyo de su familia. Identifica algunos obstáculos como la pereza pero planea superarlos a través del estudio para lograr sus objetivos.
Este documento presenta los resultados de una encuesta realizada a miembros de una comunidad sobre jóvenes de un barrio. Se muestran las respuestas a 5 preguntas sobre los asesinatos, pandillas, apoyo de madres, acusaciones de la policía y merecimiento de castigo. Los resultados se presentan en tablas y gráficos de porcentajes.
La Gran Muralla China fue construida entre los siglos V a.C. y 1368 d.C. con el propósito de unir puntos defensivos en China y crear una barrera contra la invasión mongola. En la actualidad se extiende por 7 provincias chinas y mide 6,700 kilómetros de longitud.
Petra, capital del antiguo imperio nabateo ubicado en Jordania, fue declarada Patrimonio de la Humanidad en 1985. En su época de mayor esplendor albergó a 30,000 habitantes durante el reinado del rey Aret
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.