This document discusses the Harvard Negotiation Methodology and its 6 principles. It focuses on the principle of relationship, explaining that negotiations involve both substance and the long-term relationship between parties. It emphasizes separating the people from the problem and using techniques to deal with perceptions, emotions, and communication challenges between people. Finally, it discusses commitments, suggesting building trust through staged commitments and gestures to recover integrity if trust is broken.
This document discusses different levels of communication. It outlines five levels: extra personal communication between humans and non-humans; intrapersonal communication within an individual; interpersonal communication between people; organizational communication within large groups of people involved in different activities; and mass communication which requires mediators to transmit information to large audiences. Each level is defined and examples are provided to illustrate the key aspects of different types of communication.
This document provides an executive summary of a project examining the challenges of inter-organizational relationships between the mine action and development sectors. It begins with a brief history of mine action, noting the shift from a technical focus on landmine clearance to a broader humanitarian definition incorporating additional pillars like risk education and victim assistance. The problem addressed is the ongoing challenges in establishing effective coordination between mine action and development organizations, despite recognition of their important links. These challenges stem from differences in organizational structures, priorities, and the values of people working in each sector. The project aims to identify factors hindering relationships, examine causes like separate donor funding and vertical structures, and provide recommendations to strengthen coordination for improved outcomes.
Dokumen tersebut membahas tentang komunikasi efektif dan relasional, yang dijelaskan sebagai proses penyampaian dan pemahaman pesan antara dua pihak atau lebih. Dokumen tersebut juga membahas unsur-unsur komunikasi seperti pengirim, pesan, saluran, penerima, dan umpan balik, serta jenis komunikasi verbal dan nonverbal. Selain itu, dokumen tersebut memberikan tips untuk menjadi pendengar yang empati dan memiliki keter
The document discusses interpersonal communication and listening skills. It defines interpersonal communication as communication that maximizes understanding between people. Effective listening requires understanding emotions behind information exchanged. The document outlines barriers to listening like perception and defensiveness, and provides a plan of action to improve listening through recognizing stress, avoiding judgment, and building relationships. It discusses creating an environment where all feel safe to communicate freely.
Here is my updated CV using the ModernCV template (http://www.latextemplates.com/template/moderncv-cv-and-cover-letter).
You can find the Tex source file in (https://dl.dropbox.com/u/2810224/Homepage/resume/modern%20style.rar)
The document provides an analysis and evaluation of a media trailer produced by Olivia Ward, Lucy Hatton, and Jess Berry. It discusses how the trailer uses conventions of the romantic comedy genre through its storyline of a girl pursuing a boy. The trailer represents middle-class white teenagers and heterosexual relationships. It would appeal to teenage girls aged 13-17. Feedback was received and changes were made to make certain elements like actor names more eye-catching and end the trailer in a more positive manner.
The document describes the United Way's Youth United Way program, which aims to develop leadership skills in local youth and involve them in community change efforts. As part of the program, juniors and seniors in high school can volunteer and serve as leaders, participating in meetings, fundraisers, and other initiatives. The deadline to apply for the 2010-2011 school year is May 7, 2010. Applicants must be entering their junior year with a GPA of at least 2.5 and demonstrate responsibility and motivation to make a difference in their community.
This document discusses different levels of communication. It outlines five levels: extra personal communication between humans and non-humans; intrapersonal communication within an individual; interpersonal communication between people; organizational communication within large groups of people involved in different activities; and mass communication which requires mediators to transmit information to large audiences. Each level is defined and examples are provided to illustrate the key aspects of different types of communication.
This document provides an executive summary of a project examining the challenges of inter-organizational relationships between the mine action and development sectors. It begins with a brief history of mine action, noting the shift from a technical focus on landmine clearance to a broader humanitarian definition incorporating additional pillars like risk education and victim assistance. The problem addressed is the ongoing challenges in establishing effective coordination between mine action and development organizations, despite recognition of their important links. These challenges stem from differences in organizational structures, priorities, and the values of people working in each sector. The project aims to identify factors hindering relationships, examine causes like separate donor funding and vertical structures, and provide recommendations to strengthen coordination for improved outcomes.
Dokumen tersebut membahas tentang komunikasi efektif dan relasional, yang dijelaskan sebagai proses penyampaian dan pemahaman pesan antara dua pihak atau lebih. Dokumen tersebut juga membahas unsur-unsur komunikasi seperti pengirim, pesan, saluran, penerima, dan umpan balik, serta jenis komunikasi verbal dan nonverbal. Selain itu, dokumen tersebut memberikan tips untuk menjadi pendengar yang empati dan memiliki keter
The document discusses interpersonal communication and listening skills. It defines interpersonal communication as communication that maximizes understanding between people. Effective listening requires understanding emotions behind information exchanged. The document outlines barriers to listening like perception and defensiveness, and provides a plan of action to improve listening through recognizing stress, avoiding judgment, and building relationships. It discusses creating an environment where all feel safe to communicate freely.
Here is my updated CV using the ModernCV template (http://www.latextemplates.com/template/moderncv-cv-and-cover-letter).
You can find the Tex source file in (https://dl.dropbox.com/u/2810224/Homepage/resume/modern%20style.rar)
The document provides an analysis and evaluation of a media trailer produced by Olivia Ward, Lucy Hatton, and Jess Berry. It discusses how the trailer uses conventions of the romantic comedy genre through its storyline of a girl pursuing a boy. The trailer represents middle-class white teenagers and heterosexual relationships. It would appeal to teenage girls aged 13-17. Feedback was received and changes were made to make certain elements like actor names more eye-catching and end the trailer in a more positive manner.
The document describes the United Way's Youth United Way program, which aims to develop leadership skills in local youth and involve them in community change efforts. As part of the program, juniors and seniors in high school can volunteer and serve as leaders, participating in meetings, fundraisers, and other initiatives. The deadline to apply for the 2010-2011 school year is May 7, 2010. Applicants must be entering their junior year with a GPA of at least 2.5 and demonstrate responsibility and motivation to make a difference in their community.
Ensaio escrito pelo Prof. Luiz Edson Fachin em Londres, professor titular da Faculdade de Direito da UFPR, como trabalho de conclusão de suas atividades na Dickson Poon Law School do King's College.
Learning Moving Cast Shadows for Foreground Detection (VS 2008)Jia-Bin Huang
This document summarizes a research paper that presents a new algorithm for detecting foreground objects and moving shadows in surveillance videos. The algorithm uses Gaussian mixture models to learn pixel-based models of cast shadows on background surfaces over time. However, learning pixel-based models can be slow if motion is infrequent. To address this, the algorithm also builds a global shadow model that uses global-level information to help update the local shadow models more quickly. Foreground objects are modeled using nonparametric density estimation of spatial and color information. Finally, background, shadow, and foreground models are combined in a Markov random field energy function that can be efficiently optimized using graph cuts to perform foreground-shadow segmentation. Experimental results demonstrate the effectiveness of the proposed
Conociendo el aula virtual y el correo estudiantilKevin Bermudez
Este documento fornece instruções passo a passo sobre como usar as ferramentas de uma aula virtual, incluindo como atualizar informações pessoais, participar de fóruns, enviar mensagens e documentos, configurar e-mail, criar grupos e documentos no Google Docs.
This document summarizes the mission and activities of Virginia Economic Bridge, Inc., a nonprofit organization that promotes economic development in Virginia. It outlines the organization's goals of connecting businesses across regions of Virginia and providing resources to support economic growth. Key programs discussed include Return to Roots, which helps former residents find jobs and opportunities in Southwest Virginia, and VirginiaBusiness.org, an online portal for businesses.
Dance is often thought to be solely an entertaining and fun extra-curricular activity. However, is it possible that dancing could actually enhance participants’ academic success? Could the benefits of dance even extend to increase participants’ neurological activity? This video investigates the numerous advantages dance provides and the various perspectives surrounding this topic.
Change, communication and collaborationThom Kearney
This document summarizes a presentation about adapting to change through communication, collaboration, and self-awareness. It discusses how change is constant, can be threatening, and is ultimately about people. It provides seven strategies for adapting to change: be self-aware, focus on areas of influence, create balance, remember your values, be flexible, continuously improve, and be curious. The presentation also covers effective communication techniques like listening without judgment and having a dialogue. It explores different types of collaboration and how to foster a collaborative culture. The goal is to help attendees apply the lessons by building a spaceship together and reflecting on how they can enact change.
Information Preserving Color Transformation for Protanopia and Deuteranopia (...Jia-Bin Huang
This document proposes a new method for recoloring images to make them more comprehensible for those with protanopia and deuteranopia, two types of color blindness. The method aims to preserve color information in the original images while maintaining natural-looking recolored images. It introduces two error functions to measure information preservation and naturalness, which are combined into an objective function using Lagrange multipliers. This function is minimized to obtain optimal color transformation settings. Experimental results show the method can generate more understandable images for those with color deficiencies while keeping recolored images natural-looking for those with normal vision.
The Samsung NX10 is Samsung's first mirrorless interchangeable lens camera that departs from their previous partnership with Pentax to re-badge DSLR cameras. The NX10 uses a 14.6 megapixel APS-C sensor but in a smaller body without a mirror box. It has a built-in electronic viewfinder and 3-inch AMOLED display. When initially released, Samsung offered a lineup of 3 lenses - a 30mm pancake, 18-55mm zoom, and 50-200mm zoom. The camera can shoot video in 720p HD and has face detection and sensor cleaning features.
The document discusses the need for public service renewal and innovation to better serve Canadians. It notes that the status quo is not an option and new approaches are needed. The document suggests that by coming together, learning from each other, and challenging conventions, progress can be made on building a renewed public service through open dialogue and collaborative leadership across organizational boundaries.
The document discusses different types of matter and changes that matter can undergo. It defines matter as anything that has mass and takes up space. Pure substances like elements and compounds are uniform throughout, while mixtures contain two or more substances blended together either homogeneously or heterogeneously. Changes to matter can be physical, involving only changes in form or structure, or chemical, where the substances themselves are altered into new substances with different properties. Examples of physical changes given are cutting apples and splitting water, while chemical changes include burning fuel and baking bread.
The document provides an overview of the first two of the Ten Commandments. It discusses how God's law serves as a curb, mirror and guideline to keep people from sinning and show them how God wants them to live. The First Commandment requires having no other gods and giving all glory to God alone. The Second Commandment prohibits misusing God's name by cursing, swearing or lying. People disobey these commandments by loving anything more than God or using his name needlessly. The document encourages examining one's own life to confess ways these commandments have been broken and find forgiveness through Christ.
15 Things You Can Do Tomorrow To Grow Digital PresenceThe Loud Few
The document provides an overview of 4 key digital strategies: SEO, content strategy, social media, and mobile/QR codes. It discusses each strategy and provides examples and case studies. Specific tactics are suggested that can be implemented immediately, such as keyword research and creating an editorial calendar for content strategy. The document aims to help brands improve their online presence.
Customer development with Not-For-Profitsmarc mcneill
The document provides tips for customer development when planning a digital presence or project. It advises to start by understanding customer problems rather than focusing on desired features. Develop personas of important audiences and prioritize their goals. Conduct field research by talking to customers to validate assumptions and learn their needs. Use rough sketches to develop initial ideas and get early feedback through continuous testing with prototypes and analytics. The overall approach is to learn about customers and confirm hypotheses through validation.
This document discusses interpersonal skills and negotiation skills. It defines interpersonal skills as the ability to understand others' moods, desires, and intentions. Negotiation is described as a method to settle differences through communication to find common ground. The document also discusses BATNA (Best Alternative to a Negotiated Agreement), which refers to your backup plan if a negotiation fails. BATNA helps define alternatives and establish your lowest acceptable deal. The document provides examples of effective and ineffective BATNA usage.
The document provides an overview of a lesson on creative thinking, brainstorming, and peer review. It discusses stages of the creative process including searching for challenges, expressing problems, investigating issues, and producing ideas. It describes techniques for stimulating creativity like being observant, noting dissatisfactions, and recognizing opportunities in controversy. Brainstorming and group work are presented as ways to generate ideas, and constructive peer feedback is emphasized as important for improving work. Characteristics of creative people like being dynamic, daring, resourceful, and independent are outlined. The document assigns homework on applying critical thinking to solve societal challenges and forming an informed citizenry through creative and critical thinking.
A talk by Ray Weaver
CEO, ABOGE Coaching and Consulting, Inc.
Leaders,
I have been fielding calls on holding conversations on the events that have been happening in our nation. Specifically, the conversation around the subject of race. I too find it an uncomfortable conversation.
It is a fact, it is uncomfortable because it has emotions, differing opinions, and high stakes; hence, it’s known as a Crucial Conversation.
Conversations like these require us to be totally present, attentive, and open. Additionally, it will not get any easier, if we shy away from holding them.
As I was journaling on the subject today, I reflected on my fear of having conversations about race. After a few hours, I found much of my fear was based on my feeling of not being an expert on race. I am an expert on how I feel, but not on the deep psychology and philosophy of the study of race.
Later, it occurred to me, my fears were based on my thinking I needed to solve the problem (the expert); hence, I felt ill-equipped to do so.
The realization of my fear, aided in my asking another question, “What if, to start the conversation, I just engage to educate myself on the feelings and insights of others from a learning perspective?” I immediately felt empowered and willing to have the conversation; with the intention to learn, listen, and grow.
Face it, this is a large, deep, and complex issue; and it will take multiple conversations, reflection, intentioned efforts, and action on a personal, interpersonal, and national level to solve.
But, additionally, it to requires a willingness to engage in dialogue, within your sphere of influence; no matter how uncomfortable.
I am sharing this not as a simplification. It is to let you know, you are not alone in the uncomfortableness of it, and that you are equipped to have the crucial “learning” conversation if that is your intention.
As leaders, it is necessary for us to open the dialogue and lead the way.
Attached is a Crucial Conversation Checklist, which includes the visual model of the process. It provides the structure to hold the uncomfortable conversations, which is a requirement of the work of leadership.
I am reminded of a quote on the opportunity. It is said, “…real opportunity, unlike magical thinking, often comes dressed in overalls, and looks like work.”
I hope this will support your being open to learn, engage, and hold uncomfortable conversations; as part of your work in leadership.
Stay Safe! Stay Healthy! Stay Strong!
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/it-will-be-uncomfortable-conversations-required-of-leaders-in-the-diverse-workplace/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
Ensaio escrito pelo Prof. Luiz Edson Fachin em Londres, professor titular da Faculdade de Direito da UFPR, como trabalho de conclusão de suas atividades na Dickson Poon Law School do King's College.
Learning Moving Cast Shadows for Foreground Detection (VS 2008)Jia-Bin Huang
This document summarizes a research paper that presents a new algorithm for detecting foreground objects and moving shadows in surveillance videos. The algorithm uses Gaussian mixture models to learn pixel-based models of cast shadows on background surfaces over time. However, learning pixel-based models can be slow if motion is infrequent. To address this, the algorithm also builds a global shadow model that uses global-level information to help update the local shadow models more quickly. Foreground objects are modeled using nonparametric density estimation of spatial and color information. Finally, background, shadow, and foreground models are combined in a Markov random field energy function that can be efficiently optimized using graph cuts to perform foreground-shadow segmentation. Experimental results demonstrate the effectiveness of the proposed
Conociendo el aula virtual y el correo estudiantilKevin Bermudez
Este documento fornece instruções passo a passo sobre como usar as ferramentas de uma aula virtual, incluindo como atualizar informações pessoais, participar de fóruns, enviar mensagens e documentos, configurar e-mail, criar grupos e documentos no Google Docs.
This document summarizes the mission and activities of Virginia Economic Bridge, Inc., a nonprofit organization that promotes economic development in Virginia. It outlines the organization's goals of connecting businesses across regions of Virginia and providing resources to support economic growth. Key programs discussed include Return to Roots, which helps former residents find jobs and opportunities in Southwest Virginia, and VirginiaBusiness.org, an online portal for businesses.
Dance is often thought to be solely an entertaining and fun extra-curricular activity. However, is it possible that dancing could actually enhance participants’ academic success? Could the benefits of dance even extend to increase participants’ neurological activity? This video investigates the numerous advantages dance provides and the various perspectives surrounding this topic.
Change, communication and collaborationThom Kearney
This document summarizes a presentation about adapting to change through communication, collaboration, and self-awareness. It discusses how change is constant, can be threatening, and is ultimately about people. It provides seven strategies for adapting to change: be self-aware, focus on areas of influence, create balance, remember your values, be flexible, continuously improve, and be curious. The presentation also covers effective communication techniques like listening without judgment and having a dialogue. It explores different types of collaboration and how to foster a collaborative culture. The goal is to help attendees apply the lessons by building a spaceship together and reflecting on how they can enact change.
Information Preserving Color Transformation for Protanopia and Deuteranopia (...Jia-Bin Huang
This document proposes a new method for recoloring images to make them more comprehensible for those with protanopia and deuteranopia, two types of color blindness. The method aims to preserve color information in the original images while maintaining natural-looking recolored images. It introduces two error functions to measure information preservation and naturalness, which are combined into an objective function using Lagrange multipliers. This function is minimized to obtain optimal color transformation settings. Experimental results show the method can generate more understandable images for those with color deficiencies while keeping recolored images natural-looking for those with normal vision.
The Samsung NX10 is Samsung's first mirrorless interchangeable lens camera that departs from their previous partnership with Pentax to re-badge DSLR cameras. The NX10 uses a 14.6 megapixel APS-C sensor but in a smaller body without a mirror box. It has a built-in electronic viewfinder and 3-inch AMOLED display. When initially released, Samsung offered a lineup of 3 lenses - a 30mm pancake, 18-55mm zoom, and 50-200mm zoom. The camera can shoot video in 720p HD and has face detection and sensor cleaning features.
The document discusses the need for public service renewal and innovation to better serve Canadians. It notes that the status quo is not an option and new approaches are needed. The document suggests that by coming together, learning from each other, and challenging conventions, progress can be made on building a renewed public service through open dialogue and collaborative leadership across organizational boundaries.
The document discusses different types of matter and changes that matter can undergo. It defines matter as anything that has mass and takes up space. Pure substances like elements and compounds are uniform throughout, while mixtures contain two or more substances blended together either homogeneously or heterogeneously. Changes to matter can be physical, involving only changes in form or structure, or chemical, where the substances themselves are altered into new substances with different properties. Examples of physical changes given are cutting apples and splitting water, while chemical changes include burning fuel and baking bread.
The document provides an overview of the first two of the Ten Commandments. It discusses how God's law serves as a curb, mirror and guideline to keep people from sinning and show them how God wants them to live. The First Commandment requires having no other gods and giving all glory to God alone. The Second Commandment prohibits misusing God's name by cursing, swearing or lying. People disobey these commandments by loving anything more than God or using his name needlessly. The document encourages examining one's own life to confess ways these commandments have been broken and find forgiveness through Christ.
15 Things You Can Do Tomorrow To Grow Digital PresenceThe Loud Few
The document provides an overview of 4 key digital strategies: SEO, content strategy, social media, and mobile/QR codes. It discusses each strategy and provides examples and case studies. Specific tactics are suggested that can be implemented immediately, such as keyword research and creating an editorial calendar for content strategy. The document aims to help brands improve their online presence.
Customer development with Not-For-Profitsmarc mcneill
The document provides tips for customer development when planning a digital presence or project. It advises to start by understanding customer problems rather than focusing on desired features. Develop personas of important audiences and prioritize their goals. Conduct field research by talking to customers to validate assumptions and learn their needs. Use rough sketches to develop initial ideas and get early feedback through continuous testing with prototypes and analytics. The overall approach is to learn about customers and confirm hypotheses through validation.
This document discusses interpersonal skills and negotiation skills. It defines interpersonal skills as the ability to understand others' moods, desires, and intentions. Negotiation is described as a method to settle differences through communication to find common ground. The document also discusses BATNA (Best Alternative to a Negotiated Agreement), which refers to your backup plan if a negotiation fails. BATNA helps define alternatives and establish your lowest acceptable deal. The document provides examples of effective and ineffective BATNA usage.
The document provides an overview of a lesson on creative thinking, brainstorming, and peer review. It discusses stages of the creative process including searching for challenges, expressing problems, investigating issues, and producing ideas. It describes techniques for stimulating creativity like being observant, noting dissatisfactions, and recognizing opportunities in controversy. Brainstorming and group work are presented as ways to generate ideas, and constructive peer feedback is emphasized as important for improving work. Characteristics of creative people like being dynamic, daring, resourceful, and independent are outlined. The document assigns homework on applying critical thinking to solve societal challenges and forming an informed citizenry through creative and critical thinking.
A talk by Ray Weaver
CEO, ABOGE Coaching and Consulting, Inc.
Leaders,
I have been fielding calls on holding conversations on the events that have been happening in our nation. Specifically, the conversation around the subject of race. I too find it an uncomfortable conversation.
It is a fact, it is uncomfortable because it has emotions, differing opinions, and high stakes; hence, it’s known as a Crucial Conversation.
Conversations like these require us to be totally present, attentive, and open. Additionally, it will not get any easier, if we shy away from holding them.
As I was journaling on the subject today, I reflected on my fear of having conversations about race. After a few hours, I found much of my fear was based on my feeling of not being an expert on race. I am an expert on how I feel, but not on the deep psychology and philosophy of the study of race.
Later, it occurred to me, my fears were based on my thinking I needed to solve the problem (the expert); hence, I felt ill-equipped to do so.
The realization of my fear, aided in my asking another question, “What if, to start the conversation, I just engage to educate myself on the feelings and insights of others from a learning perspective?” I immediately felt empowered and willing to have the conversation; with the intention to learn, listen, and grow.
Face it, this is a large, deep, and complex issue; and it will take multiple conversations, reflection, intentioned efforts, and action on a personal, interpersonal, and national level to solve.
But, additionally, it to requires a willingness to engage in dialogue, within your sphere of influence; no matter how uncomfortable.
I am sharing this not as a simplification. It is to let you know, you are not alone in the uncomfortableness of it, and that you are equipped to have the crucial “learning” conversation if that is your intention.
As leaders, it is necessary for us to open the dialogue and lead the way.
Attached is a Crucial Conversation Checklist, which includes the visual model of the process. It provides the structure to hold the uncomfortable conversations, which is a requirement of the work of leadership.
I am reminded of a quote on the opportunity. It is said, “…real opportunity, unlike magical thinking, often comes dressed in overalls, and looks like work.”
I hope this will support your being open to learn, engage, and hold uncomfortable conversations; as part of your work in leadership.
Stay Safe! Stay Healthy! Stay Strong!
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/it-will-be-uncomfortable-conversations-required-of-leaders-in-the-diverse-workplace/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
Are you faced with conflicts in the workplace and unsure how to resolve them effectively? Have you tried to resolve a conflict with a manager, direct report or peer and felt like you got nowhere? Do you sometimes avoid conflicts because they seem impossible to resolve? In this webinar, we will discuss a step by step process for preparing to resolve a conflict, how to have a productive conflict resolution conversation, and learn more about the nature and purpose of conflict in the workplace.
Skills needed to Manage your SubordinateEmanuele Musa
What are the skills needed to manage your subordinates?
COMMUNICATION - Leaders help communicate the firm's vision and mission to employees. This provides direction and helps everybody identify the roles that best fit their skills and experiences. Through clear communication, leaders encourage their subordinates to act for the actualisation of objectives.
ACTIVE LISTENING - Healthy communication between leaders and team members establishes a foundation for trust. When your team members know that they will be heard, they can openly share their ideas and provide honest feedback. This, in turn, drives employee engagement and positive business outcomes, including innovation, productivity and profitability.
TEAMWORK - Teams can achieve higher levels of performance than individuals because of the combined energies and talents of the members. Collaboration can produce motivation and creativity that may not be present in single-contractor projects. Individuals also have a sense of belonging to the group, and the range of views and diversity can energise the process, helping address creative blocks and stalemates. By involving team members in decision-making, and calling upon each member’s area of contribution, teams can produce positive results.
FLEXIBILITY- Flexible leaders are those who can modify their style or approach to leadership in response to uncertain or unpredictable circumstances. In addition, flexible leaders can adapt to changes as they come. They can revise their plans to incorporate new innovations and overcome challenges while still achieving their goals.
SELF CONFIDENCE- To teach leadership without first building confidence is like building a house on a foundation of sand.leadership is about having the confidence to make decisions. If someone is afraid to make and commit to decisions, all of the communication and empowerment in the world won't make a difference.
ENTHUSIASM - Your attitude will determine your direction. Successful people are passionate about their work and the activities they engage in. For successful people, enthusiasm is a key driver of passion and achievement. While Enthusiasm comes from within, whether you’re enthusiastic or not is a choice.
Preview of the Persuasion Note Cards. Drawn from the sciences of behavioural economics and social psychology, the 52-card deck is a collection of the best persuasion techniques and principles, used for centuries by the greatest marketers, salesmen, product designers, politicians and womanisers. www.grapho-persuasion.com
Frustrated? Avoid Arguments in the Workplace with Allen School's Conflict Res...Allen School
Office politics frustrate everyone.. but don't let push come to shove! If you're unhappy in your work environment or frustrated with the actions of a coworker or patient, use these tips to overcome obstacles in a professional manner.
Would you like to transform conflicts into conversations? Are you looking for new ways to settle disagreements in your workplace? Do you want to your employees to resolve their own conflicts? Mediation allows people to arrive at creative, win-win solutions based on what’s important to them. In this webinar, we’ll explore general mediation concepts and how you can productively apply them in your workplace. Whether you manage people or programs (or both), you’ll have the opportunity to apply a “mediator’s mindset” to the conflicts you currently face and recognize new possibilities for skill development, growth and change.
February 2011 Vol. 32 no. 1 www.learningforward.org JsD 57ChereCheek752
February 2011 | Vol. 32 no. 1 www.learningforward.org | JsD 57
g
eoffrey Canada said in a recent
presentation, “Education is the
only business I know of where
you can change anything you want, as
long as you change nothing” (2010).
After so much debate and so many
policies, why is our education system
still failing so many of our children?
What are we either missing or
pretending not to know?
Reforms only work when people
who implement them are on board,
engaged, and valued. What gets talked
about from the boardroom to the
classroom, how it gets talked about, and
who is invited to join the conversation
determines what will happen or won’t.
Are the driving conversations
dividing or connecting stakeholders?
Are they catalysts for change and
accountability, or are they further
entrenching people in fear and blame?
Is mandating accountability preventing
us from hearing and seeing the
competing truths that exist about our
students, classrooms, and schools?
Amid the spinning wheels of
education reform, an essential
component seems to be missing:
conversations that speak directly to the
heart of the issue, engage people’s
curiosity to uncover the truth, galvanize
people, and create collective
responsibility.
Leadership that attempts to create
accountability with top-down
mandates, rather than by engaging and
connecting people, leads to or
exacerbates a culture of blame and
excuses. Mandating accountability,
while it may sound effective, simply
doesn’t work. Why? Because most often
in practice this approach is fueled by
the same thing victimhood is fueled by
— blame. And as long as that’s the case,
there’s no time, energy, or vision left to
create real solutions.
A NeW VIeW OF AccOuNTABILITY
The long-term benefits of
accountability have enormous
implications for the quality of our lives
and of our education system. There is a
direct correlation between any
organization’s health and the degree of
accountability displayed by its
employees, top to bottom.
Accountability is an attitude, a
personal, private, and nonnegotiable
choice about how to live one’s life. It’s a
desire to take responsibility for results,
and for that reason, it cannot be
mandated. It requires a personal bias
toward solutions, toward action.
Rather than hold people
accountable, hold them
“able.” Rather than equate
the word accountability
with culpability, begin with
yourself and model the kind
of accountability that is
empowering. Accountability
has to come from within.
Model it and show people how
accountability benefits them. When it’s
clear how accountability benefits
someone, accountability becomes an
internal drive.
While we don’t always have a choice
about the situation in which we find
ourselves, we do have a choice about
how we view or judge it. Consider
shifting your perspective from ‘Since
this is a tough situation, I can’t do it,
I’m not willing to muster the courage,
will, skill, energy, focus, needed to do
or say what needs doing,’ to taking the
stance that ...
Screaming Employees are detrimental to all work places. Learn effective leadership skills to maximize employee and team results at https://compassroseconsulting.com
Managers and leaders need to have effective strategies to deal with employees that fight and to set up the workplace to prevent fighting behavior.
Through effective leadership and management screaming at work can be eliminated.
https://compassroseconsulting.com/coaching-staff-success
The document discusses the principle of using objective criteria in negotiations when interests are directly opposed. It recommends framing issues as a joint search for criteria independent of will, using reasoning and being open to reason. Criteria should be standards all parties agree are fair, such as market rates. The goal is reaching agreements easier while preserving relationships.
Hanjie Ouyang completed a survey to identify their top five signature themes of talent. The report revealed Harmony, Consistency, Responsibility, Communication, and Relator as the most dominant themes. [1] Hanjie seeks agreement and consensus over conflict. [2] They value a consistent and predictable environment where rules are applied equally. [3] Hanjie feels bound to follow through on commitments and make things right. [4] They enjoy explaining ideas and energizing information to capture people's attention. [5] Hanjie derives strength from close relationships and risks genuine intimacy.
The Skills You Need To Make The Next Jump In Your Online Engagement Career - ...FeverBee Limited
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essential to healthy group functioning. This presentation from London Business School Professor Peterson provided both a framework for understanding how to resolve conflict effectively, and a number of specific and practical tips for managing conflicts in your team.
Tips on how to negotiate to achieve your goalsRj Pontillas
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Persuasion Equation The Subtle Science of Getting Your Way.docxkarlhennesey
Persuasion Equation: The Subtle Science of Getting Your Way
by Mark Rodgers
AMACOM. (c) 2015. Copying Prohibited.
Reprinted for Personal Account, Purdue University Global
[email protected]
Reprinted with permission as a subscription benefit of Skillport,
All rights reserved. Reproduction and/or distribution in whole or in part in electronic,paper or other forms
without written permission is prohibited.
Chapter 2: Decision Making—The Surprising Reasons People Say Yes and No
Picking his way through the cramped ballroom, with people-filled padded chairs all askew, there was no clear route. Obstacles,
however, were not this man’s primary concern. On his face, you could see his mind racing—searching for what he would say
once he was in front of the crowd. Few people like public speaking, but this situation seemed even more torturous than usual.
He found his standing spot, turned, and faced the crowd.
“I have traveled three hours round-trip every day to attend this session. I’ve driven dangerous roads and in heavy traffic. You
are a talented and knowledgeable group. I have learned from you, and you have learned from me. And I sure could use the
money to help pay for gas. Please, please. Pick me!”
That scene played out in a Calgary persuasion workshop during which I asked three volunteers to vie for a single, crisp $100
bill by convincing the audience to individually award them the money. The idea: Whoever makes the most compelling case,
winning the affections of the crowd, walks away with the cash and the bragging rights.
Participants are allowed to make their case in any way they deem appropriate, with one exception: They can’t share the money
or materially benefit the crowd in any way. (I’ll buy you all drinks!) Adding to the pressure, I give them just four minutes to
develop their case and only 25 seconds to present it.
What would you say if you were in this situation?
This activity mirrors business life today in many ways. You are often in competition with others for the account, the promotion,
the project. You must think on your feet and be able to put together compelling arguments fast, and you might not have much
time to state your case. Sometimes you need to do all this—especially in peer-to-peer persuasion situations—without offering
your target some sort of material gain. Not an easy assignment, to be sure.
The most interesting aspect of this workshop activity, though, is not the people vying for the money—it’s the people deciding
who will earn the money. You may think that people are carefully analyzing participants’ arguments, weighing the pros and the
cons to rationally decide who gets their votes. That’s not what’s happening. At all. The surprising truth is that most people have
no idea why they say yes.
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Orange_2_Presentacion_V3
1. ORANGE 2
Harvard Negotiation Styles
RELATIONSHIP and
COMUNICATION
The 6 principles of Harvard Negotiation
Metholodogy
PRESENTATION VIDEO 3
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6. Relationship: Separate the People from the Problem
“A basic fact about negotiation, easy to forget in corporate
and international business transactions, is that you are
dealing not with abstract representatives of the „other side,‟
but with human beings”. Getting to Yes Book, page 18-19
Negotiations always have two components.
First, you have the substance of the negotiation- in
essence, what you‟re trying to resolve.
As importantly, negotiations also address the long term
relationship of the person with whom you are
negotiating.
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6. Relationship: Separate the People from the Problem
Ex., a salesperson wants not only to make the sale but to keep
the customer for a long period of time.
The reality is that, in most cases, it‟s more important to maintain
the long term relationship than to “win” the negotiation
The „people‟ and the „problem‟ often become entangled to the
point where we are treating them as one.
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6. Relationship:
To find your way through the jungle
of people problems, it is useful to
think in terms of three basic
categories:
Perception,
Emotion, and
Communication.
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5. Perceptions
• The ability to see the situation as the other side sees it, as difficult as it
may be, is one of the most important skills a negotiator can possess.
• It is not enough to know that they see things differently.
• If you want to influence them, you also need to understand
empathetically the power of their point of view and to feel the
emotional force with which they believe in it.
• It is not enough to study them like beetles under a microscope; you need
to know what it feels like to be a beetle. To accomplish this task you
should be prepared to withhold judgment for a while as you "try on" their
views. They may well believe that their views are "right" as strongly as you
believe yours are. You may see on the table a glass half full of cool water.
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6. Second source of people problems: Emotions
Negotiation can be a frustrating process.
People often react with fear or anger when they feel that their interests are threatened.
The first step in dealing with emotions is to acknowledge them, and to try to understand
their source.
The parties must acknowledge the fact that certain emotions are present, even when they
don't see those feelings as reasonable.
Dismissing another's feelings as unreasonable is likely to provoke an even more intense
emotional response. The parties must allow the other side to express their emotions.
They must not react emotionally to emotional outbursts. Symbolic gestures such as
apologies or an expression of sympathy can help to defuse strong emotions
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Third source of people problems: Comunication
¿Am I ready to listen and talk in an efficient way?
Both side communication
ACTIVE LISTENING:
In a respective way, clarifying ambiguities and making
sure you have understand.
SPEAK WITH INTENT:
Clearly and with the objective of making yourself understood
and with a purpose linked to your interests.
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8. Preparare for good Comunication
SPEAK WITH INTENT ACTIVE LISTENING
• Question my supposions and • Make sure you understand
identify what I should be what they say
listening to • Refrasing
• How can I better explain my • Prepare to deal with difficult
perspective? emotions: be ready to give
• How can they understand it? the other side the
• Find other ways to refrase it opportunity to let off steam
when needed, listen and be
patient
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Listening is the most powerful negotiating
skill
• It begins with effective communication…
understanding your preferred method and learning
the method of the other party.
• Communicate with them in a way that will be most
effective with their style
• This helps to eliminate the possibility of
misunderstanding, as we communicate in many
ways
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Listening is your most powerful negotiating tool
But before you can listen, you
have to be skilled at asking
questions:
Three critical questioning skills
1. Know where your questions
are going
2. Ask for permission to ask
questions
3. State why you want to ask
questions
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11. Active listening example
• VIDEO:http://www.youtube.com/watch?v=7iZ
5cftT1Mg&feature=channel
• Coment in the wall
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Summary Relationship
Disentangle the people and the problem
Ask yourself: ¿Am I ready to deal with the relationship?
Use people techniques for people problems
Acknowledge your emotions and theirs without blame
Listen actively
Put yourself in their shoes
Turn a face-to face confrontation into a side by side problem
solving
Your are both sitting at the same side of the table
dealing with the problem jointly
Be unconditionally constructive
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6. Commitments
Think carefully about the kind of commitments you should be
prepared to make.
Are you capable of honoring them?
How broad should commitments be?
When will each party be expected to make good on their
promises
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7. Commitments preparation
One way to build trust is to create a commitment structure that can be
implemented in stages.
Parties may be more willing to make a deal with an opponent when
there is an opportunity to demonstrate that each side is honoring
their commitments along the way.
Once trust is broken, how can parties recover?
Gestures are one way through which a party who has lost integrity
with another party due to past bad-faith actions may begin to
compensate for earlier grievances.
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17. Applying the model
Focus on VALUE CREATION
COMBINING THE RESOURCES
TO SATISFY MUTUAL NEEDS
CLARIFYING INTEREST
COMUNICATION AND RELATIONSHIP
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18. MEASURING SUCCESS
BATNA
Satisfy interests
The BEST of various options
The results are considered
legitimate
The compromises are clear
and operative
Comunication is efective
Improves the working
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