Object123 - A Workplace Safe Space Tool
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This document discusses issues that can arise in organizational culture such as gossiping, obsequiousness, acquiescence to authority, and conformity. It notes discomfort with asking "dumb questions" and references sycophants and walking on eggshells. It proposes a workplace tool called Object123 to help establish behavioral norms and a "safe space" where people can object to how disagreements are handled in a disrespectful manner rather than the content of disagreements. It suggests using this tool could help resolve issues without involving HR and help people feel less like they are "walking on eggshells" at work.
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Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It suggests organizations look this way because people are uncomfortable asking "dumb questions" and fail to object to inappropriate behaviors for fear of retaliation. The document then provides examples of problematic behaviors used by offenders, such as browbeating and intimidation, and responses commonly used by offended parties, such as ignoring problems or thinking issues aren't worth addressing. It proposes using a "stop button" where anyone can object in the moment to inappropriate behaviors, and having peers resolve disputes rather than human resources. The goal is to establish psychological safety so people can freely address problems without fear.
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It suggests organizations look this way because people are uncomfortable asking "dumb questions" and fail to object to inappropriate behaviors for fear of retaliation. It then provides examples of problematic behaviors used by offenders, such as browbeating and coercive tactics, and examples of how offended parties remain silent through implicit submission. Finally, it proposes using a "stop button" where anyone can pause a disagreement when feeling offended or uncomfortable with how it is being discussed, in order to establish psychological safety in the workplace.
Object123 - A Workplace Safe-space Tool, it's how we behave
This document discusses creating a psychologically safe workplace where people feel comfortable sharing ideas and concerns without fear of retaliation. It notes current issues like gossiping, obsequiousness, conformity and walking on eggshells out of discomfort. It then introduces Object123 as a potential tool to help resolve disagreements by separating criticisms of ideas from criticisms of individuals. With this tool, offended parties can notify the offender of issues in a non-confrontational way through emoticons. If issues remain unresolved, peers can provide input instead of involving HR. The goal is to establish safer communication norms so excessive focus on behavioral guidelines is not needed.
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It suggests organizations look this way when people feel uncomfortable asking "dumb questions" or disagreeing with authority out of a fear of offense or retaliation. The document then outlines problematic behaviors of both offenders, such as blaming and intimidation, and offended individuals, such as being too sensitive or letting issues go unaddressed. It proposes using "stop-the-line conversations" to remove misbehavior when disputes occur and having peers decide on resolutions rather than human resources. The overall message encourages establishing guidelines for respectful interactions to create a psychologically safe environment without discomfort.
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It notes organizations can look like places where people are walking on eggshells and failing to ask questions due to discomfort. The document proposes using "stop-the-line conversations" when people feel offended to remove misbehaviors by the offender such as blaming, bullying, ignoring, threatening, or sarcasm. It suggests resolving issues between the two parties or having peers decide if still unresolved, rather than involving HR. The goal is to establish psychological safety so people can disagree without misbehavior and not feel they must walk on eggshells.
Object123 - A Workplace Safe-space Tool
This document discusses issues that can arise in organizations such as gossiping, obsequiousness, acquiescence to authority, and creating a culture of walking on eggshells where people are uncomfortable asking questions. It proposes a tool called Object123 that can help split disagreements, address how things are said rather than just the content, and allow peers to resolve issues rather than involving HR. The tool aims to add safety to discussions to avoid exhausting reading and workshops, and allow organizations to reach their potential without people feeling they have to walk on eggshells.
Object123 - A Workplace Safe-space Tool
This document discusses issues that can arise in organizational culture such as gossiping, obsequiousness, acquiescence, conformity, and creating a culture of walking on eggshells where people fear asking questions. It proposes a tool called Object123 that aims to help team members behave respectfully by allowing them to object to offensive behaviors in the moment in a constructive way and bringing in peers to resolve issues if needed, rather than going to HR. The tool is meant to add safety and structure to disagreements while avoiding exhaustion from constant training and workshops. Early feedback on the tool suggests it could help democratize organizational power and eliminate a culture of walking on eggshells.
Object123 - A Workplace Safe-space Culture
This document discusses issues that arise in organizations such as gossiping, obsequiousness, acquiescence, conformity, and sycophancy. It notes discomfort with asking "dumb questions" and uncertainty around knowing when one has been offensive or offended. It then profiles behaviors of offenders, which include browbeating, blaming, ignoring, threatening and coercive behaviors. It also profiles victims as being too sensitive or passive. The document introduces an organizational tool called Object123 which allows team members to disagree with offensive content or behaviors in real-time through signaling mechanisms like exclamation points. If issues remain unresolved, peers can decide outcomes rather than involving HR. Comments from experts note the opposite of psychological safety is "walking on eggs
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Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It suggests organizations look this way because people are uncomfortable asking "dumb questions" and fail to object to inappropriate behaviors for fear of retaliation. The document then provides examples of problematic behaviors used by offenders, such as browbeating and intimidation, and responses commonly used by offended parties, such as ignoring problems or thinking issues aren't worth addressing. It proposes using a "stop button" where anyone can object in the moment to inappropriate behaviors, and having peers resolve disputes rather than human resources. The goal is to establish psychological safety so people can freely address problems without fear.
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It suggests organizations look this way because people are uncomfortable asking "dumb questions" and fail to object to inappropriate behaviors for fear of retaliation. It then provides examples of problematic behaviors used by offenders, such as browbeating and coercive tactics, and examples of how offended parties remain silent through implicit submission. Finally, it proposes using a "stop button" where anyone can pause a disagreement when feeling offended or uncomfortable with how it is being discussed, in order to establish psychological safety in the workplace.
Object123 - A Workplace Safe-space Tool, it's how we behave
This document discusses creating a psychologically safe workplace where people feel comfortable sharing ideas and concerns without fear of retaliation. It notes current issues like gossiping, obsequiousness, conformity and walking on eggshells out of discomfort. It then introduces Object123 as a potential tool to help resolve disagreements by separating criticisms of ideas from criticisms of individuals. With this tool, offended parties can notify the offender of issues in a non-confrontational way through emoticons. If issues remain unresolved, peers can provide input instead of involving HR. The goal is to establish safer communication norms so excessive focus on behavioral guidelines is not needed.
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It suggests organizations look this way when people feel uncomfortable asking "dumb questions" or disagreeing with authority out of a fear of offense or retaliation. The document then outlines problematic behaviors of both offenders, such as blaming and intimidation, and offended individuals, such as being too sensitive or letting issues go unaddressed. It proposes using "stop-the-line conversations" to remove misbehavior when disputes occur and having peers decide on resolutions rather than human resources. The overall message encourages establishing guidelines for respectful interactions to create a psychologically safe environment without discomfort.
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It notes organizations can look like places where people are walking on eggshells and failing to ask questions due to discomfort. The document proposes using "stop-the-line conversations" when people feel offended to remove misbehaviors by the offender such as blaming, bullying, ignoring, threatening, or sarcasm. It suggests resolving issues between the two parties or having peers decide if still unresolved, rather than involving HR. The goal is to establish psychological safety so people can disagree without misbehavior and not feel they must walk on eggshells.
Object123 - A Workplace Safe-space Tool
This document discusses issues that can arise in organizations such as gossiping, obsequiousness, acquiescence to authority, and creating a culture of walking on eggshells where people are uncomfortable asking questions. It proposes a tool called Object123 that can help split disagreements, address how things are said rather than just the content, and allow peers to resolve issues rather than involving HR. The tool aims to add safety to discussions to avoid exhausting reading and workshops, and allow organizations to reach their potential without people feeling they have to walk on eggshells.
Object123 - A Workplace Safe-space Tool
This document discusses issues that can arise in organizational culture such as gossiping, obsequiousness, acquiescence, conformity, and creating a culture of walking on eggshells where people fear asking questions. It proposes a tool called Object123 that aims to help team members behave respectfully by allowing them to object to offensive behaviors in the moment in a constructive way and bringing in peers to resolve issues if needed, rather than going to HR. The tool is meant to add safety and structure to disagreements while avoiding exhaustion from constant training and workshops. Early feedback on the tool suggests it could help democratize organizational power and eliminate a culture of walking on eggshells.
Object123 - A Workplace Safe-space Culture
This document discusses issues that arise in organizations such as gossiping, obsequiousness, acquiescence, conformity, and sycophancy. It notes discomfort with asking "dumb questions" and uncertainty around knowing when one has been offensive or offended. It then profiles behaviors of offenders, which include browbeating, blaming, ignoring, threatening and coercive behaviors. It also profiles victims as being too sensitive or passive. The document introduces an organizational tool called Object123 which allows team members to disagree with offensive content or behaviors in real-time through signaling mechanisms like exclamation points. If issues remain unresolved, peers can decide outcomes rather than involving HR. Comments from experts note the opposite of psychological safety is "walking on eggs
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It notes organizations can look like places where people are walking on eggshells and failing to ask questions due to discomfort. The document proposes using "stop buttons" so that when people feel offended, they can object in real-time to misbehaviors by the offender, such as the use of absolute language, blaming, intimidation, ignoring people, or sarcasm. If issues remain unresolved, peers would make a decision rather than involving HR. The goal is to reduce discomfort and restrictions on behaviors.
Object123 - A Workplace Behavior Toolkit
We can’t PREVENT misbehavior but we can OBJECT to it in real-time rather than complain about the person later.
Object123 - A Workplace Behavior Toolkit
We can’t PREVENT misbehavior but we can OBJECT to it in real-time rather than complain about the person later.
Object123 - A Workplace Behavior Toolkit
Object123 is a workplace behavior toolkit where we object to misbehavior in real-time thus nipping any potential for long-term conflicts or disputes in the bud.
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Object123 - A Workplace Behavior Tool
What is the difference between objecting & disagreeing? So, objecting is sort of a meta disagreement ie. we disagree with how we disagree.
“I simply object on the grounds that you raised your tone & volume when we disagreed “
Object123 - A Workplace Behavior Tool
This is an explainer for the Object123 tool that we use in our organization when one person is offended by the other person's behavior. It's how we behave!
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This document summarizes the results of a questionnaire about horror film preferences. It includes questions about the respondent's gender, hobbies, favorite film genres, how often they see films, preferred horror subgenres, what they find scariest, favorite horror film trailers and scariest scenarios. Pie charts and bar graphs visualize the results for each multiple choice or ranked question.
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This document provides information about a person who likes the color blue and enjoys sports, being outside, and watching movies. They do not have a favorite band as they enjoy rap music, and do not play video games. Their hero must remain secret, and they dislike Tails Doll, atheists, Sonic X, and goths. They identify as Sonic because they are fast and a smart aleck, and their friends include Silver and Shadow.
Super man
Superman has many powers including flight, super strength, laser eye vision, x-ray vision, and super senses. He is vulnerable to kryptonite. Superman's parents are Jor-El and Lara from the planet Krypton and his wife is Lois Lane. Superman has over 100 powers and abilities, is vulnerable only to kryptonite, and was the first superhero to have a secret identity as a normal person.
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Cay !!!
Kalai Selvam K presents his story: he came to IIM-B but the girl he liked said no, so he started exploring relationships with the same gender. He has been with Shankarsan since eternity and they enjoy midnight tea sessions. Many celebrities like Esha Koppikar and Daina Hayden wanted their picture taken with Kalai.
Deadline
The film will be a 90-120 second short about 4 teenagers trying to survive a zombie outbreak caused by a biological weapon gone rogue. They take shelter in an abandoned school and try to find out what's happening, eventually connecting a walkie talkie to a radio that gives them hope. The target audience is ages 15+ of mixed gender, and it could be released anytime to fit with the random nature of zombie attacks seen in other films.
Questionnaire pro
This document appears to be a questionnaire asking respondents about their preferences for horror movies, including what type of lighting, the most important film element, the scariest film they've seen, favorite subgenres, worst fears, how the films make them feel, preferred sound types, and how much they like watching horror films on a scale of 1 to 10. It inquires about both technical aspects and viewers' emotional experiences related to horror cinema.
Object123 - How we should behave when we misbehave
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It notes that organizations encourage sycophantic behaviors where people are uncomfortable and fail to ask questions. The document then lists problematic behaviors like bullying, blaming, intimidation, sarcasm, and threats. It suggests using "stop-the-line" buttons to object to such misbehaviors in real-time. If issues remain unresolved, peers could decide consequences like "sacking" the offender, rather than involving HR or management. The goal is to give people tools to address misbehaviors and stop walking on eggshells.
Object123 - A Workplace Behavior Tool
We can't PREVENT misbehavior; it is a given. It WILL happen, on occasion between people, especially when we disagree. We can, however, OBJECT to misbehavior in real-time, as it occurs rather than complain later.
Object123 - A Workplace Behavior Tool
The document discusses creating a tool to address misbehavior in the workplace. It suggests empowering employees to "escalate, escalate, escalate" when offended by a coworker's behavior, and if issues remain unresolved, allowing peers to vote to "sack" or remove the offending employee. It also quotes a comment praising the idea of democratizing organizational power like political power, so employees can directly vote people out. The overall message is that giving employees a direct way to address misbehavior through escalation and voting could reduce discomfort and the need to "walk on eggshells" at work.
Object123 - A Workplace Safe Space Tool
The document discusses creating psychological safety in organizations by addressing inappropriate behaviors and establishing clear protocols for objecting to how disagreements are expressed. It suggests organizations should split disagreements into objecting to content versus objecting to how content is discussed. When someone is offended by another's behavior, they have options to express caution, objection, or stopping the behavior. If issues remain unresolved, peers can make a decision, rather than HR or management. The goal is to empower individuals and democratize power so people are not afraid to speak up when others misbehave.
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Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It notes organizations can look like places where people are walking on eggshells and failing to ask questions due to discomfort. The document proposes using "stop buttons" so that when people feel offended, they can object in real-time to misbehaviors by the offender, such as the use of absolute language, blaming, intimidation, ignoring people, or sarcasm. If issues remain unresolved, peers would make a decision rather than involving HR. The goal is to reduce discomfort and restrictions on behaviors.
Object123 - A Workplace Behavior Toolkit
We can’t PREVENT misbehavior but we can OBJECT to it in real-time rather than complain about the person later.
Object123 - A Workplace Behavior Toolkit
We can’t PREVENT misbehavior but we can OBJECT to it in real-time rather than complain about the person later.
Object123 - A Workplace Behavior Toolkit
Object123 is a workplace behavior toolkit where we object to misbehavior in real-time thus nipping any potential for long-term conflicts or disputes in the bud.
Racism slide+nartn all
The document discusses a conversation between two individuals who use derogatory ethnic labels like "nigger" and "baboon" to refer to a person of color. They express negative stereotypes that people of color are entitled and can do whatever they want. One person says this incident will change how they answer a survey about Maoris. The document then defines and discusses the use of derogatory ethnic labels, negative stereotyping, otherizing, prejudice, and self-presentation strategies like denial and justification that are used to avoid being seen as racist.
Interviews
The document summarizes interviews with two people about their views on horror movies. Person 1 said they sometimes enjoy horror movies for the tense atmosphere but find many too typical. Their favorite subgenre is paranormal horror involving ghosts. They disliked their last movie, Ouija, for being cliche. They are scared of clowns and dogs and their favorite movie is The Exorcist, which had scenes too gruesome to watch. Person 2 said they definitely enjoy horror movies for providing an escape from reality. Their favorite subgenre is slashers for the gore. They liked their last movie, The Purge, for its surreal concept. Their favorite movie is The Conjuring for its creepy music and
Object123 - A Workplace Behavior Tool
What is the difference between objecting & disagreeing? So, objecting is sort of a meta disagreement ie. we disagree with how we disagree.
“I simply object on the grounds that you raised your tone & volume when we disagreed “
Object123 - A Workplace Behavior Tool
This is an explainer for the Object123 tool that we use in our organization when one person is offended by the other person's behavior. It's how we behave!
Eng102
This document contains definitions of three concepts: skepticism, authoritarianism, and rationalization. Skepticism refers to the idea that absolute knowledge is impossible and that inquiry requires doubting to achieve relative certainty, as people cannot prove their own beliefs are absolutely true. Authoritarianism describes uncritically accepting what those in positions of authority say, particularly through undemocratic governments. Rationalization is deceiving oneself into believing what benefits them personally rather than believing rationally.
Thriller opening questionaire
We questioned 20 people about their opinions on thriller films to help develop a new thriller product. The questions covered respondents' gender, age, how often they watch thrillers, whether thrillers are their favorite genre, their emotions while watching, and favorite thriller subgenres. Most respondents were male, between 16-30 years old, watch thrillers sometimes but not often, thrillers are not necessarily their favorite genre, they feel nervous while watching, and their preferred subgenres were crime, psychological, and mystery thrillers.
Research questionnaire
This research questionnaire asks respondents for their name, how often they watch movies per week by selecting a range, to name their favorite thriller film, to select or provide their ideal thriller narrative type, what keeps them engaged when watching thrillers, and what they would base their own thriller film on.
Questionnaire results
This document summarizes the results of a questionnaire about horror film preferences. It includes questions about the respondent's gender, hobbies, favorite film genres, how often they see films, preferred horror subgenres, what they find scariest, favorite horror film trailers and scariest scenarios. Pie charts and bar graphs visualize the results for each multiple choice or ranked question.
About Sonic
This document provides information about a person who likes the color blue and enjoys sports, being outside, and watching movies. They do not have a favorite band as they enjoy rap music, and do not play video games. Their hero must remain secret, and they dislike Tails Doll, atheists, Sonic X, and goths. They identify as Sonic because they are fast and a smart aleck, and their friends include Silver and Shadow.
Super man
Superman has many powers including flight, super strength, laser eye vision, x-ray vision, and super senses. He is vulnerable to kryptonite. Superman's parents are Jor-El and Lara from the planet Krypton and his wife is Lois Lane. Superman has over 100 powers and abilities, is vulnerable only to kryptonite, and was the first superhero to have a secret identity as a normal person.
Cay !!!
Kalai Selvam K presents his story: he came to IIM-B but the girl he liked said no, so he started exploring relationships with the same gender. He has been with Shankarsan since eternity and they enjoy midnight tea sessions. Many celebrities like Esha Koppikar and Daina Hayden wanted their picture taken with Kalai.
Cay !!!
Kalai Selvam K presents his story: he came to IIM-B but the girl he liked said no, so he started exploring relationships with the same gender. He has been with Shankarsan since eternity and they enjoy midnight tea sessions. Many celebrities like Esha Koppikar and Daina Hayden wanted their picture taken with Kalai.
Deadline
The film will be a 90-120 second short about 4 teenagers trying to survive a zombie outbreak caused by a biological weapon gone rogue. They take shelter in an abandoned school and try to find out what's happening, eventually connecting a walkie talkie to a radio that gives them hope. The target audience is ages 15+ of mixed gender, and it could be released anytime to fit with the random nature of zombie attacks seen in other films.
Questionnaire pro
This document appears to be a questionnaire asking respondents about their preferences for horror movies, including what type of lighting, the most important film element, the scariest film they've seen, favorite subgenres, worst fears, how the films make them feel, preferred sound types, and how much they like watching horror films on a scale of 1 to 10. It inquires about both technical aspects and viewers' emotional experiences related to horror cinema.
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Object123 - How we should behave when we misbehave
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It notes that organizations encourage sycophantic behaviors where people are uncomfortable and fail to ask questions. The document then lists problematic behaviors like bullying, blaming, intimidation, sarcasm, and threats. It suggests using "stop-the-line" buttons to object to such misbehaviors in real-time. If issues remain unresolved, peers could decide consequences like "sacking" the offender, rather than involving HR or management. The goal is to give people tools to address misbehaviors and stop walking on eggshells.
Object123 - A Workplace Behavior Tool
We can't PREVENT misbehavior; it is a given. It WILL happen, on occasion between people, especially when we disagree. We can, however, OBJECT to misbehavior in real-time, as it occurs rather than complain later.
Object123 - A Workplace Behavior Tool
The document discusses creating a tool to address misbehavior in the workplace. It suggests empowering employees to "escalate, escalate, escalate" when offended by a coworker's behavior, and if issues remain unresolved, allowing peers to vote to "sack" or remove the offending employee. It also quotes a comment praising the idea of democratizing organizational power like political power, so employees can directly vote people out. The overall message is that giving employees a direct way to address misbehavior through escalation and voting could reduce discomfort and the need to "walk on eggshells" at work.
Object123 - A Workplace Safe Space Tool
The document discusses creating psychological safety in organizations by addressing inappropriate behaviors and establishing clear protocols for objecting to how disagreements are expressed. It suggests organizations should split disagreements into objecting to content versus objecting to how content is discussed. When someone is offended by another's behavior, they have options to express caution, objection, or stopping the behavior. If issues remain unresolved, peers can make a decision, rather than HR or management. The goal is to empower individuals and democratize power so people are not afraid to speak up when others misbehave.
Object123 - A Workplace Behavior Tool
This document discusses improving workplace behavior by addressing both bullying and passive behaviors. It suggests identifying types of bullying misbehaviors like gossiping, intimidation, and swearing. It also notes passive behaviors in offended employees like being too sensitive or letting issues go without objection. The document proposes a tool called Object123 that allows employees to split disagreements into content and misbehavior, objecting to the latter in real-time. It advocates escalating unresolved issues to peers for a final democratic decision, rather than involving HR or management. The goal is to establish behavioral norms and give employees power to address misbehaviors, reducing passive behaviors like "walking on eggshells."
Object123 - A Workplace Behavior Tool
It's how we stop misbehavior.
Object123, a simple tool to stop misbehavior, thus reducing ongoing conflict and disputes.
Object123 - A Workplace Behavior Tool
We can’t PREVENT misbehavior; it is a given. It WILL happen, on occasion between people, especially when we disagree. We can, however, OBJECT to misbehavior in real-time, as it occurs rather than complain later.
Object123 - A Workplace Behavior Tool
We can’t prevent misbehavior; it is a given. It WILL happen, on occasion between people, especially when we disagree. We can, however, tackle misbehavior in real-time, as it occurs.
Object123 - A Workplace Social Just Culture
Object123 is a workplace Social Just Culture that encourages team members to object to misbehavior, in real-time rather than suppress it & backbite the offender later
Object123 - A Workplace Behavior Tool
We can’t prevent misbehavior; it is a given. It WILL happen, on occasion between people, especially when we disagree. We can, however, stop the misbehavior in real-time, as it occurs.
Object123 Simple tools to help stop power abuse in the workplace
Object123 are simple tools to stop power abuse by helping us all to correct team & management misbehavior
Object123 Simple tools to help stop power abuse
Object123 are simple tools to stop power abuse by helping us all to correct team & management misbehavior
Object123 Simple tools to help stop power abuse in the workplace
This is our presentation for Object123 simple tools to help stop power abuse in the workplace by encouraging team members to speak up and speak out
Object123 - A Workplace Social Just Culture
The document discusses how fear and the desire to avoid conflict or offending others can lead organizations to develop cultures of acquiescence, conformity, and politeness at the expense of open communication. It introduces an "Object123" tool that is proposed to help address this by providing a standardized way for individuals to object to misbehavior or offensive content while separating the message from the messenger. The tool is presented as a potential means of increasing psychological safety in the workplace by reducing fears of speaking up or causing discomfort.
Object123 - A Social Just Culture
The document discusses how fear of offending others or getting in trouble leads organizations to have sycophantic cultures where people acquiesce to authority and conform rather than ask questions. It introduces Object123 as a simple tool to help address this by allowing people to split disagreements into objections to the content versus the delivery, and to notify the offender of misbehavior using "! ! !". If issues remain unresolved, peers can decide rather than HR. The goal is to make psychological safety mandatory like occupational safety, so that abuse can be stopped through use of simple tools rather than endless workshops and readings.
Object123 Simple tools to help stop power abuse in the workplace
These are simple tools to help us have a level playing field when we have a discussion, conversation or argument
Object123 Simple tools to help stop power abuse in the workplace
These are simple tools to help stop power abuse in the workplace and encouraging team members to speak up and speak out in real-time.
Object123 Simple tools to help stop power abuse
This document discusses the culture of fear, conformity, and power abuse that can exist in organizations. It notes how people may feel they must acquiesce to authority, avoid asking questions, and conform for fear of being abused, getting in trouble, or losing their job. Various tools of power abuse are listed, such as browbeating, intimidation, humiliation, and gaslighting. The document proposes using tools like agreeing to disagree respectfully, objecting to behaviors politely, and having peers intervene to resolve issues and prevent the need for human resources or firings. It argues such psychological safety practices should become mandatory in the workplace.
Object123 Simple tools to help stop power abuse
These are simple tools to help stop power abuse in the workplace and in the process create an environment where people feel safe to speak up and speak out.
Object123 Simple tools to help stop power abuse in the workplace
These are simple tools to help us stop power abuse in the workplace by requiring us to speak up and speak out when we are offended
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Object123 - How we should behave when we misbehave
Object123 - How we should behave when we misbehave
Object123 Simple tools to help stop power abuse in the workplace
Object123 Simple tools to help stop power abuse in the workplace
Object123 Simple tools to help stop power abuse in the workplace
Object123 Simple tools to help stop power abuse in the workplace
Object123 Simple tools to help stop power abuse in the workplace
Object123 Simple tools to help stop power abuse in the workplace
Object123 Simple tools to help stop power abuse in the workplace
Object123 Simple tools to help stop power abuse in the workplace
Object123 Simple tools to help stop power abuse in the workplace
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The document proposes a referee toolkit called SpatzAI to address unfair play in teams. It consists of a team charter agreement, a 3-step app with an AI agent for team data analysis, and a team review platform. The toolkit aims to create psychological safety for teams by acknowledging and resolving disputes, conflicts and issues in a protected way without fear of repercussions. It provides examples of how the toolkit could work and analyze team data, as well as the potential market size and need for such a solution given the number of technology companies and employees. Funding of $50-100k is requested to complete an MVP and pilot the solution with test groups to gather feedback.
SpatzAI - A team referee protecting bold ideas from unfair play
This document proposes a SpatzAI Referee Toolkit to help innovative teams address unfair play and promote psychological safety. The toolkit would use a team charter, data analysis of team interactions, and a team review platform assisted by artificial intelligence. It aims to acknowledge and resolve disputes, conflicts and issues in a way that feels fair to all members. The document outlines how the toolkit works, provides example comparative data from a pilot, discusses the potential market size and need for this solution, and shares details about the founder's background and experience to demonstrate why the idea is worth investing in.
SpatzAI - A team referee protecting bold ideas from unfair play
This document proposes a "SpatzAI Referee Toolkit" to protect psychological safety and address unfair play in innovative teams. The toolkit would include a team charter, data analysis of team interactions, and a platform for assisted review of disputes/conflicts. It aims to acknowledge issues, accept apologies, and resolve problems without fear through a trained AI model. The proposal argues this could benefit the 500,000 tech companies and 5 million employees in the US alone, with a potential market size of $120 million per year. Details are provided on the founder's background and experience, as well as initial traction through MVP development and anecdotal testing. Funding of $50-100k is requested to further develop and pilot the solution.
SpatzAI - A referee toolkit protecting bold idea-sharing
This document describes a proposed SpatzAI Referee Toolkit that aims to address unfair play and promote psychological safety in innovative teams. The toolkit would include a team charter agreement, an AI assistant to analyze team data and assist in dispute resolution, and a team review platform. It argues that unfair criticism and lack of psychological safety can lead to uncertainty and hold teams back. The proposed solution is a set of tools to acknowledge and resolve disputes, conflicts and "spats" in a fair and assisted manner. Market size and traction to date are discussed, as well as plans for an MVP pilot program and funding request.
SpatzAI - A referee toolkit protecting bold idea-sharing
This document describes a proposed SpatzAI Referee Toolkit that aims to address unfair criticism and uncertainty in innovative teams. The toolkit would include a team charter agreement, an AI assistant to analyze team data and assist in dispute resolution, and a team review platform. It would help resolve disputes, conflicts and criticisms in a constructive manner. The proposed toolkit has potential in the large market of tech companies and employees, and $50k-$100k of funding would allow developing an MVP and pilot program to test the toolkit's effectiveness.
SpatzAI - A referee toolkit to protect bold idea-sharing
This document presents a toolkit called the SpatzAI Referee Toolkit that aims to address unfair criticism and uncertainty in innovative teams. It uses a three-step process including a team charter agreement, team data analysis using an AI agent, and a team-assisted review platform. The toolkit is meant to help resolve disputes, conflicts, and criticisms in a healthy manner for technology and design companies. It has been researched for 20 years and the founder has experience in founding two successful startups. With $50-100k funding, the founder plans to complete an MVP, run a pilot program, and further develop the app and network plugins.
SpatzAI - A referee toolkit to protect bold ideas
This document describes a referee toolkit called SpatzAI that aims to address unfair play and reduce uncertainty for innovative teams. It uses a three-step process including a team charter agreement, team data analysis, and a team-assisted review platform. The toolkit standardizes disputes and conflicts using a large language model and provides feedback categorized from caution to objections. It has the potential to help the 500,000 tech companies in the US by resolving issues for teams in a fair and data-driven manner. The creator is seeking $50,000-$100,000 to further develop an MVP and pilot the toolkit.
SpatzAI - A referee toolkit to protect bold ideas
This document describes a referee toolkit called SpatzAI that aims to address unfair play and reduce uncertainty in innovative teams. It uses a three-step process including a team charter agreement, team data analysis, and a team-assisted review platform. The toolkit standardizes the referee process and utilizes a large language model to provide impartial resolutions for disputes, conflicts, and minor issues. It has the potential to help the 500,000 tech companies in the US by resolving team tensions and issues at a low monthly cost per team member. The creator is seeking funding to complete an MVP and pilot program to test the effectiveness of the SpatzAI toolkit.
SpatzAI - A Referee toolkit to resolve spats in teams
This document proposes the SpatzAI Referee Toolkit to help resolve unfair disputes in innovative teams. The toolkit includes a team charter agreement, an AI assistant called SpatzAI to analyze team data and assist in reviews, and a classification system for different types of disputes from minor "spats" to more serious conflicts. It details how the system would work, the potential market size and benefits. The founders are seeking $50k-$100k in funding to complete an MVP and pilot program to test the toolkit with 100 participants.
SpatsAI - A Referee toolkit to resolve spats in teams
This document proposes the SpatzAI Referee Toolkit to help resolve unfair disputes in innovative teams. The toolkit includes a team charter agreement, an AI assistant called SpatzAI to analyze team data and assist in reviews, and a classification system for different types of disputes from minor "spats" to more serious conflicts. It details how the system would work, the potential market size and benefits. The author is seeking $50k-$100k in funding to complete an MVP and pilot program to test the toolkit with 100 participants.
Spatz.ai for Teams - A referee toolkit for fair play
The document describes a proposed referee toolkit called SpatzAI that aims to promote fair play and resolve disputes within innovative teams. It would include a team charter, 3-step procedure app, data analysis of team dynamics, and a review platform. The toolkit would assign "spats" or cautions to different levels of disputes and conflicts, with the goal of resolving most issues. It estimates the potential market size at $120 million per year among tech companies. The proposal requests $50,000-$100,000 in funding to complete an MVP, conduct a pilot study, and further develop the app and network integration.
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
This document presents a referee toolkit called SpatzAI that aims to address unfair idea challenges and minor disputes within innovative teams. The toolkit employs a team charter, 3-step procedure app, and AI data analysis to analyze team dynamics and assist in resolving conflicts. It also provides a comparative data example from a pilot test showing how the toolkit helped resolve various disputes, conflicts, and minor spats within a hypothetical 100-person team over one week. The proposed solution aims to serve the 500,000 tech companies in the US with 5 million tech employees, representing a total addressable market of $120 million per year.
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
This document describes a referee toolkit called SpatzAI that aims to address unfair challenges to ideas in teams and help resolve minor disputes. It works by having teams agree to a charter and using a 3-step app procedure along with AI data analysis of team dynamics. The toolkit would provide official cautions, objections, and stops to discourage unfair challenges and assist in resolving disputes. It has the potential to help the many tech companies and their employees avoid issues caused by the loudest voices always winning. Initial testing of an MVP has shown promise in resolving conflicts. Funding of $50-100k is requested to further develop the app and network plugin and conduct a larger pilot test.
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
This document proposes a referee toolkit to help address unfairness and resolve disputes when challenging ideas in innovative teams. The toolkit would include a team charter, procedures app, and AI data analysis to analyze team dynamics. It would provide guidelines for acceptable challenges and apologies. An MVP has been created including branding and principles. Funding of $50k-$100k is requested to pilot the toolkit with 100 participants and further develop the app and network plugin.
SpatzAI - A referee toolkit for challenging bold ideas in teams
This document proposes a referee toolkit to help address unfairness and resolve disputes when challenging ideas in innovative teams. The toolkit would include a team charter, procedures app, and AI data analysis to analyze team dynamics. It would provide guidelines for acceptable challenges and apologies. An MVP has been created including branding and principles. Funding of $50k-$100k is requested to pilot the toolkit with 100 participants and further develop the app and network plugin.
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
The document proposes a solution called SpatzAI Referee Toolkit to help resolve disputes and conflicts within innovative teams. The toolkit uses a team charter, 3-step procedure app, and SpatzAI data analysis to determine unfair behavior. It compares data from a pilot group of 100 members where 2659 potential disputes were resolved. The market opportunity is estimated at $120 million per year serving 500,000 tech companies. Funding of $50-100K is requested to complete an MVP and pilot with 100 participants.
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
The document proposes an AI referee toolkit called Spatz to help resolve unfair behavior, disputes, conflicts and "spats" in innovative teams. The solution includes a team charter, 3-step procedure app, AI analysis of team dynamics, and assisted review platform. It provides examples of how the toolkit could resolve various issues like disputes, conflicts and spats based on comparative pilot data. The potential market size is estimated at $120 million per year given the number of tech companies and employees. Funding of $50-100k is requested to complete an MVP and pilot with 100 participants.
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
The document proposes an AI referee toolkit called Spatz to help resolve disputes and conflicts within innovative teams. The toolkit would use a team charter, 3-step procedure, and app to analyze team dynamics and assist in reviewing incidents. An MVP has been created including branding, algorithms, and manual testing. The potential market is large at $120 million per year serving 500,000 tech companies. Funding of $50-100K is requested to complete the MVP, run a pilot test, and further develop the app and network plugins.
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
The document proposes an AI-powered referee toolkit called SpatzAI to help assess ideas shared in teams in a fair and objective manner. It aims to address problems like some team members feeling their ideas are unfairly challenged or that the loudest voices always win. The proposed solution would create an AI system to analyze team dynamics in real-time and provide assessments to establish a more level playing field for idea sharing. It provides details on how the system would work, the target market of tech companies and employees, traction so far including an MVP, and plans for funding to further develop the product.
More from Desmond Sherlock (20)
SpatzAI - A referee toolkit to resolve unfair play in teams
SpatzAI - A referee toolkit to resolve unfair play in teams
SpatzAI - A referee toolkit to address unfair play in teams
SpatzAI - A referee toolkit to address unfair play in teams
SpatzAI - A team referee protecting bold ideas from unfair play
SpatzAI - A team referee protecting bold ideas from unfair play
SpatzAI - A team referee protecting bold ideas from unfair play
SpatzAI - A team referee protecting bold ideas from unfair play
SpatzAI - A referee toolkit protecting bold idea-sharing
SpatzAI - A referee toolkit protecting bold idea-sharing
SpatzAI - A referee toolkit protecting bold idea-sharing
SpatzAI - A referee toolkit protecting bold idea-sharing
SpatzAI - A referee toolkit to protect bold idea-sharing
SpatzAI - A referee toolkit to protect bold idea-sharing
SpatzAI - A Referee toolkit to resolve spats in teams
SpatzAI - A Referee toolkit to resolve spats in teams
SpatsAI - A Referee toolkit to resolve spats in teams
SpatsAI - A Referee toolkit to resolve spats in teams
Spatz.ai for Teams - A referee toolkit for fair play
Spatz.ai for Teams - A referee toolkit for fair play
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
SpatzAI - A referee toolkit for challenging bold ideas in teams
SpatzAI - A referee toolkit for challenging bold ideas in teams
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
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一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
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◇回国马上就要找工作，办给用人单位看；
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◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
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【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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一比一原版(QU毕业证)皇后大学毕业证如何办理
QU本科学位证成绩单【微信95270640】《皇后大学毕业证书原版制作QU成绩单》【Q微信95270640】《仿制QU毕业证成绩单皇后大学学位证书pdf电子图》，A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
实体公司，专业可靠，办理加拿大毕业证|办美国成绩单|做德国文凭学历认证|办新西兰学位证，办澳洲文凭认证，办留信网认证（网上可查，实体公司，专业可靠）铸就十年品质！信誉！实体公司！
文凭办理流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：微信95270640我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
7完成交易删除客户资料
高精端提供以下服务：
一：皇后大学皇后大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
20240608 QFM019 Engineering Leadership Reading List May 2024
Everything I found interesting about Engineering Leadership in May 2024
Resource-mobilization-guide-for-community-based-organizations1.pdf
resource mobilization guidebook for comminute based organizations
Credit-Management seminar for cooperative power point presentation
Credit-Management seminar for cooperative power point presentation
Conflict resololution,role of hr in resolution
Conflict resolution techniques in modern day organizations is critical for overall productivity
Comparing Stability and Sustainability in Agile Systems
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
All the Small Things - XP2024 Bolzano/Bozen
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Employment Practices Regulation and Multinational Corporations
Employment Practices Regulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
学校原件一模一样【微信：741003700 】《(Murdoch毕业证书)莫道克大学毕业证电子版成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
The Management Guide: From Projects to Portfolio
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
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Object123 - A Workplace Safe Space Tool
- 1. GOSSIPPING OBSEQUIOUS …why? Why do organizations look like this? ACQUIESENCE ASSENTING to authority CONFORMITY Politically Correct Compromising SYCOPHANTS WALKING ON EGGSHELLS discomfort FAILURE to ask “dumb questions” __________________________ disingenuous compliance
- 2. UNCERTAINTY! Eh! You can’t be serious?? 1. …when I’ve OFFENDED you?” 2. …when you’ve OFFENDED me?” “How do we BEHAVE…
- 3. 1. The Offender’s Profile… Browbeating DOGMA Blaming Rhetorical Questions Volume Tone Implicit Intimidation Steamrolling MISLEADING Sulking HumiliatingIgnoring SARCASM Coercion Threatening DEADLINES When I’m angry no one has really objected to my behavior before. swearing nagging ACCUSING ______ ________
- 4. SNOWFLAKE Go with the flow Let SLEEPING DOGS lie Don’t ROCK the BOAT! Don’t make WAVES! Don’t upset the applecart Suck it up BUTTERCUP Have a THICK SKIN Get OVER IT! Don’t be a SNITCH! 2. The Victim’s Profile…. I’m too SENSITIVE! When I’m offended I’ve let it go, thinking it’s just not worth it STICKS & STONES.. Implicit Submission______ _______
- 6. Object123 is a workplace safe-space tool that helps us behave! What is Object123?
- 7. First: Split a disagreement in two.. 1.We disagree with the content as usual 2.We OBJECT to HOW we disagree (misbehave) in real-time
- 8. When one feels offended simply… …the offender
- 9. When one feels offended simply… …the offender !
- 10. When one feels offended simply… …the offender ! !
- 11. When one feels offended simply… …the offender ! ! !
- 12. If still unresolved our peers decide...NOT HR! Sack him Sack her Sack him Sack him Sack him
- 13. Adding safety is exhausting… or…to remember…. Too much…. reading…. workshops….
- 14. Or use a simple tool to behave “Want to teach?? Don’t bother… Give them a tool… which leads to new ways of thinking” Buckminster Fuller
- 15. What people are saying… “ ” Very interesting point, Desmond. Democratize organizational power as we do political power, so (we) can vote people out Timothy R. Clark Author of The 4 Stages of Psychological Safety
- 16. Me: ” “Amy: “What is the opposite to psychological safety? You’ve said it quite nicely in your slide share: Walking on eggshells Amy Edmondson author of The Fearless Organization” What people are saying…
- 17. When we know how to behave… the sky’s the limit …no more walking on eggshells