Reflection Part 6
CSBI Course 6: Relationship, Change Management and Consulting skills
● Leading Change
● Finding Opportunity
● Communicating Within the Industry
● Proving Value
Leading Change
Consultants leverage knowledge,expertise and communications competency to support
decision-makers in considering data and information in ways that reveal robust opportunities for
organizations. Some of these opportunities have not previously been envisioned at an
operations level because meaningful information has not been available or presented.
Exercising Influence and Stimulating Action
A well-considered and integrated use of emotional intelligence, a variety of leadership styles and
appropriate use of power will be valuable to the BI/Analytics consultants as a change agent in
times of turbulence. We will describe each of these attributes and then discuss how their
integrated use creates strong leverage for influence.
Much has been written over the past fifteen years about the success of those who work with
emotional intelligence(EI). High-EI people can understand and read, in real time, their own
emotions while simultaneously understanding those of others and subsequently advancing their
positions by interacting with greater skill and influence than others. This capability is present
even in the heat of the moment, when most individuals would turn to more base-level
interpretations of and reactions to themselves, others and a situation.
Daniel Goleman, a well-known author on EI, finds that leadership performance is affected by
one’s ability to work within the two EI competency sets- personal and social. Specifically, one’s
ability to engage certain personal and social competencies yields stronger leadership
performance and subsequent results as a change agent.
Self Awareness
● Emotional awareness
● Accurate self-assessment
● Self confidence
Self Management
● Self control
● Trustworthiness
● Conscientiousness
● Adaptability
● Innov.
Effective communication is a critical component of organizational success. It is used to exchange information, persuade others to accept our message, solve problems and, even, entertain. Yet, not every organization or their leaders do it well. To become an effective communicator, you need to have the desire, understand the communication process, master basic skills and practice. Kindly Call us for More information tel: +2 01223575508 - Email: info@360solutionsegypt.com - website : www.360experientialsolutions.com
Chapter 6Our Coherence Framework is simplexity.” Simplexity is .docxmccormicknadine86
Chapter 6
Our Coherence Framework is “simplexity.” Simplexity is not a real word, but it is a valuable concept. Simplexity means that you take a difficult problem and identify a small number of key factors (about four to six)—this is the simple part. And then you make these factors gel under the reality of action with its pressures, politics, and personalities in the situation—this is the complex part. In the case of our framework, there are only four big chunks and their interrelationships. Not only are these components dynamic but they also get refined over time in the setting in which you work. You have to focus on the right things, but you also must learn as you go. One of our favorite insights came from a retired CEO from a very successful company who, when asked about the most important thing he has learned about leadership, responded by say- ing, “It is more important to be right at the end of the meeting than the most important thing he has learned about leadership, responded by saying- ing, “It is more important to be right at the end of the meeting than the beginning” (David Cote, Honeywell, nyti.ms/1chUHqp). He was using this as a metaphor for a good change process: leaders influence the group, but they also learn from it. In fact, joint learning is what happens in effective change processes. If you are right at the beginning of the meeting, you are right only in your mind. If you are right at the notional end of the meeting, it means that you have processed the ideas with the group. McKinsey & Company conducted a study of leaders in the social sector (education et al.) and opened their report with these words: “chronic underinvestment [in leadership development] is placing increasing demands on social sector leaders” (Callanan, Gardner, Mendonca, & Scott, 2014). Their conclusions are right in our wheelhouse. In the survey of 200 social sector leaders, participants rated four critical attributes: balancing innovation with implementation, building executive teams, collaborating, and manag- ing outcomes. Survey respondents found themselves and their peers to be deficient in all four domains. In one table, they show the priorities—ability to innovate and implement, ability to surround selves with talented teams, collaboration, and ability to manage to outcomes—in terms of how respon- dents rated themselves and rated their peers as strong in the given domain. Both sets of scores were low—all below 40 percent. Collaboration, for example, was rated as 24 percent (self-rating) and 24 percent (rating of their peers). So the top capabilities are in short supply. Leaders build coherence when they combine the four components of our Coherence Framework with meeting the varied needs of the complex organizations they lead. Coherence making is a forever job because people come and go, and the situational dynamics are always in flux. They actively develop lateral and vertical connections so that the collaborative culture is deepened and drives dee ...
Effective communication is a critical component of organizational success. It is used to exchange information, persuade others to accept our message, solve problems and, even, entertain. Yet, not every organization or their leaders do it well. To become an effective communicator, you need to have the desire, understand the communication process, master basic skills and practice. Kindly Call us for More information tel: +2 01223575508 - Email: info@360solutionsegypt.com - website : www.360experientialsolutions.com
Chapter 6Our Coherence Framework is simplexity.” Simplexity is .docxmccormicknadine86
Chapter 6
Our Coherence Framework is “simplexity.” Simplexity is not a real word, but it is a valuable concept. Simplexity means that you take a difficult problem and identify a small number of key factors (about four to six)—this is the simple part. And then you make these factors gel under the reality of action with its pressures, politics, and personalities in the situation—this is the complex part. In the case of our framework, there are only four big chunks and their interrelationships. Not only are these components dynamic but they also get refined over time in the setting in which you work. You have to focus on the right things, but you also must learn as you go. One of our favorite insights came from a retired CEO from a very successful company who, when asked about the most important thing he has learned about leadership, responded by say- ing, “It is more important to be right at the end of the meeting than the most important thing he has learned about leadership, responded by saying- ing, “It is more important to be right at the end of the meeting than the beginning” (David Cote, Honeywell, nyti.ms/1chUHqp). He was using this as a metaphor for a good change process: leaders influence the group, but they also learn from it. In fact, joint learning is what happens in effective change processes. If you are right at the beginning of the meeting, you are right only in your mind. If you are right at the notional end of the meeting, it means that you have processed the ideas with the group. McKinsey & Company conducted a study of leaders in the social sector (education et al.) and opened their report with these words: “chronic underinvestment [in leadership development] is placing increasing demands on social sector leaders” (Callanan, Gardner, Mendonca, & Scott, 2014). Their conclusions are right in our wheelhouse. In the survey of 200 social sector leaders, participants rated four critical attributes: balancing innovation with implementation, building executive teams, collaborating, and manag- ing outcomes. Survey respondents found themselves and their peers to be deficient in all four domains. In one table, they show the priorities—ability to innovate and implement, ability to surround selves with talented teams, collaboration, and ability to manage to outcomes—in terms of how respon- dents rated themselves and rated their peers as strong in the given domain. Both sets of scores were low—all below 40 percent. Collaboration, for example, was rated as 24 percent (self-rating) and 24 percent (rating of their peers). So the top capabilities are in short supply. Leaders build coherence when they combine the four components of our Coherence Framework with meeting the varied needs of the complex organizations they lead. Coherence making is a forever job because people come and go, and the situational dynamics are always in flux. They actively develop lateral and vertical connections so that the collaborative culture is deepened and drives dee ...
Become more politically intelligence in Stakeholder Management
During challenging times there’s pressure on the way we work together and the way that we handle change. Stakeholder management from both the change agent (e.g. a project manager, programme manager, portfolio manager, head of transformation/change, HR Director) and Business As Usual perspectives (i.e. the customers of change programmes) are equally important. Engagement with stakeholders needs alternative strategies to match your unique context. Make yourself less vulnerable to hierarchical power exercised by key players. Stakeholder management skills include analysis, planning, mapping and engagement.
Moving a junior rep forward into a new role? What's the best way to set them up for success and ensure their comfort in the position? This is an example of getting those milestones outlined to help them in their new role transition.
10A1-00 - POLICY ACTION PLANFor this project, identify an issue .docxpaynetawnya
10A1-00 - POLICY ACTION PLAN
For this project, identify an issue of public concern that interests you and use it as the basis for developing a policy action plan. This plan will give you the opportunity to apply what you have learned about leadership in public administration by demonstrating how you would use your personal leadership style to advance an important public cause. To demonstrate these competencies include a profile of your leadership style as well as references to leadership theories you have explored during the course. You will also develop a problem statement, identify key stakeholders who could be rallied to support the plan, and devise a proposal suggesting how the problem should be addressed.
To successfully complete this project, you will be expected to:
1. Analyze leadership theories and their evolution.
2. Illustrate methods of applying leadership theories.
3. Evaluate the impact of systems theory on leadership in the field.
4. Assess strategies for change in a diverse community based on leadership theories.
5. Apply critical thinking and communications skills to leadership theories in the field.
To achieve a successful project experience and outcome, you are expected to meet the following requirements.
For your course project you will synthesize the knowledge of leadership theory and practice you have acquired throughout this course to create a policy action plan and recommend a strategy for implementing it. Your final project should include:
· An executive summary (1 page).
· A literature review of leadership theory and its application to public administration (4 pages).
· A problem statement (2 pages synthesized from Unit 3 assignment 1 and Unit 8 assignment 1) that includes:
· An analysis of the overarching problem your action plan will address.
· A definition of the specific problem you are addressing within the overarching context.
· A statement of the scope of the specific problem you are addressing.
· An evaluation of how systems theory influenced your problem definition (Unit 8 discussion 1).
· An action plan that includes (3 pages):
· A stakeholder profile summary in narrative form (synthesized from Unit 7 assignment 1).
· A plan for organizing a coalition that reflects a synthesis of the information from:
· The stakeholder profile summary (Unit 7 assignment 1and Unit 7 discussion 2).
· Your study of the implications of cultural diversity on determining leadership approaches (Unit 5 discussion 2).
· Additional leadership theories that might aid in coalition building.
· A policy recommendation and an evaluation of how systems theory influenced the chosen solution.
· An implementation proposal that focuses on leadership strategies.
· A personal leadership profile (5 pages) composed of:
· Your personal vision and its relationship to the needs and values of the constituents affected by your policy action plan (synthesized from Unit 2 assignment 1).
· An assessment of your strengths and weaknesses as a leader (sy ...
Leading Change and emotional intelligence— creating experiences for people t...Tanjin Tamanna urmi
Leading change requires creating experiences for people that reveal new possibilities, while uniting them to drive strategies that harness the resources to win in the marketplace. It requires optimizing the culture of an organization while making investments to drive business growth – simultaneously
Leading others through change effectively is a key leadership capability because it enables organizations to accelerate change initiatives and involve the entire organization in identifying, implementing, and sustaining important changes initiatives that will ensure the organization's long-term success.
What is culture? What kinds of culture are there?
2. What are the key methods used to describe cultures? What are the additional determinants of cultures?
3. How does culture impact local business practices and how does cultural understanding apply to business
negotiating?
4. What is global business ethics and how is it impacted by culture?
5. How do ethics impact global businesses?
The art of building a winning team - Construction Manager ArticleDonnie MacNicol
Donnie MacNicol and Keith Robinson explain how management models can help build productive relationships and manage conflicts effectively. The article can be viewed at the CM magazine site at http://www.constructionmanagermagazine.com/construction-professional/cpd-art-building-winning-team/
Also quoted in an article on Project Leadership development programmes at http://www.constructionmanagermagazine.com/agenda/cm-drops-vincis-empower-training-programme/
Unlocking the collective wisdom of the executive team is a major step toward competitive advantage. When communication, collaboration and creativity are given room to breathe, the impact on both workplace behavior and strategic outcomes produces measurable profitability.
Tapping into this collective wisdom remains a challenge for many organizations. Alignment is not automatic and needs to be cultivated. Instilling collaboration within the executive team by driving deep understanding of each individual team member fosters reassurance that executives can rely upon each to engage mutual accountability.
Angela’s Ashes - Murasaki Shikibu said that the novel happens be.docxdurantheseldine
Angela’s Ashes
- Murasaki Shikibu said that the novel "happens because of the storyteller's own experience . . . not only what he has passed through himself, but even events which he has only witnessed or been told of—has moved him to an emotion so passionate that he can no longer keep it shut up in his heart." What is the passionate emotion that is communicated in your novel? Why was the author of your novel moved to write? What is the thing that the novelist had to communicate? In your paper, explain the author's motivating emotion and how it is explored in the novel.
.
ANG1922, Winter 2016Essay 02 InstructionsYour second e.docxdurantheseldine
ANG1922, Winter 2016
Essay 02 Instructions
Your second essay is due by noon on Thursday, April 5th – by email only!
This essay must be an expository or informative essay. You have to explain something, give the pertinent information about it,
maybe describe the situation, maybe describe some process involved – the specifics depend on your topic. It might help to
know what an expository essay is not: it is not opinion nor argument. It might include any of the strategies, such as
description, comparison, contrast, and even narration, but the main purpose is to expound upon your topic. The possibilities are
endless.
Consider some possibilities if you were writing about guitars: You could explain what to look for in a guitar, how to record
guitar, part of the history of guitars (you couldn't do the whole history), categorize the types of guitars, explain the different
types of pick-ups available, and on and on. As another example, you could write something about current issues – explaining
the issue, the sides, the actions taken, the proposed solutions . . . whatever you decide to focus on. Those are just two
examples. The main criteria is that your essay is expository or informative, not an opinion or an argument.
You still have to write an introduction and a conclusion, of course. You do not have a required number of points or paragraphs.
Instead, you have a word limit: 750 word minimum, 1000 word maximum.
Rules for formatting your assignments
1) No cover page.
2) No headers. No footers.
3) At the top of the first page only, put your name and identify the assignment.
4) Set your page format to “letter” (8.5 x 11 in.). Beware: you may have A4 as your default page format.
5) Set the document language to “English” and use the spell checker.
6) Single spaced text, with a blank line between paragraphs.
7) Font: Times New Roman, 11 point.
Name your file properly <NAME – essay 2 – TITLE.doc>, put your name in your document also, and send it to
[email protected]
SPECIAL REQUIREMENTS (actually, third and fourth are not so special; they are an essential quality of effective writing)
➢ Use these comparative structures: as ____ as _____ ; less & than; more & than;
➢ Use comparatives in various parts of the sentence: the subject, the verb, and the object – all three
➢ Use at least all these at least twice each: colon, parentheses, and dash
➢ all of these conjunctions: even so, although, furthermore, moreover, if, unless (highlight them somehow)
A checklist for you:
1) _______ All of the above requirements are met
2) _______ Sentences have a variety of beginnings
3) _______ Concise, and precise, wording
4) _______ Specific, concrete images and details – avoid vague, obvious statements and abstractions
5) _______ Audience (well-chosen, well-defined, appropriately addressed), Purpose (focused, feasible, refined, clearly
expressed), and Persona (credible, evident from the text)
6).
More Related Content
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Become more politically intelligence in Stakeholder Management
During challenging times there’s pressure on the way we work together and the way that we handle change. Stakeholder management from both the change agent (e.g. a project manager, programme manager, portfolio manager, head of transformation/change, HR Director) and Business As Usual perspectives (i.e. the customers of change programmes) are equally important. Engagement with stakeholders needs alternative strategies to match your unique context. Make yourself less vulnerable to hierarchical power exercised by key players. Stakeholder management skills include analysis, planning, mapping and engagement.
Moving a junior rep forward into a new role? What's the best way to set them up for success and ensure their comfort in the position? This is an example of getting those milestones outlined to help them in their new role transition.
10A1-00 - POLICY ACTION PLANFor this project, identify an issue .docxpaynetawnya
10A1-00 - POLICY ACTION PLAN
For this project, identify an issue of public concern that interests you and use it as the basis for developing a policy action plan. This plan will give you the opportunity to apply what you have learned about leadership in public administration by demonstrating how you would use your personal leadership style to advance an important public cause. To demonstrate these competencies include a profile of your leadership style as well as references to leadership theories you have explored during the course. You will also develop a problem statement, identify key stakeholders who could be rallied to support the plan, and devise a proposal suggesting how the problem should be addressed.
To successfully complete this project, you will be expected to:
1. Analyze leadership theories and their evolution.
2. Illustrate methods of applying leadership theories.
3. Evaluate the impact of systems theory on leadership in the field.
4. Assess strategies for change in a diverse community based on leadership theories.
5. Apply critical thinking and communications skills to leadership theories in the field.
To achieve a successful project experience and outcome, you are expected to meet the following requirements.
For your course project you will synthesize the knowledge of leadership theory and practice you have acquired throughout this course to create a policy action plan and recommend a strategy for implementing it. Your final project should include:
· An executive summary (1 page).
· A literature review of leadership theory and its application to public administration (4 pages).
· A problem statement (2 pages synthesized from Unit 3 assignment 1 and Unit 8 assignment 1) that includes:
· An analysis of the overarching problem your action plan will address.
· A definition of the specific problem you are addressing within the overarching context.
· A statement of the scope of the specific problem you are addressing.
· An evaluation of how systems theory influenced your problem definition (Unit 8 discussion 1).
· An action plan that includes (3 pages):
· A stakeholder profile summary in narrative form (synthesized from Unit 7 assignment 1).
· A plan for organizing a coalition that reflects a synthesis of the information from:
· The stakeholder profile summary (Unit 7 assignment 1and Unit 7 discussion 2).
· Your study of the implications of cultural diversity on determining leadership approaches (Unit 5 discussion 2).
· Additional leadership theories that might aid in coalition building.
· A policy recommendation and an evaluation of how systems theory influenced the chosen solution.
· An implementation proposal that focuses on leadership strategies.
· A personal leadership profile (5 pages) composed of:
· Your personal vision and its relationship to the needs and values of the constituents affected by your policy action plan (synthesized from Unit 2 assignment 1).
· An assessment of your strengths and weaknesses as a leader (sy ...
Leading Change and emotional intelligence— creating experiences for people t...Tanjin Tamanna urmi
Leading change requires creating experiences for people that reveal new possibilities, while uniting them to drive strategies that harness the resources to win in the marketplace. It requires optimizing the culture of an organization while making investments to drive business growth – simultaneously
Leading others through change effectively is a key leadership capability because it enables organizations to accelerate change initiatives and involve the entire organization in identifying, implementing, and sustaining important changes initiatives that will ensure the organization's long-term success.
What is culture? What kinds of culture are there?
2. What are the key methods used to describe cultures? What are the additional determinants of cultures?
3. How does culture impact local business practices and how does cultural understanding apply to business
negotiating?
4. What is global business ethics and how is it impacted by culture?
5. How do ethics impact global businesses?
The art of building a winning team - Construction Manager ArticleDonnie MacNicol
Donnie MacNicol and Keith Robinson explain how management models can help build productive relationships and manage conflicts effectively. The article can be viewed at the CM magazine site at http://www.constructionmanagermagazine.com/construction-professional/cpd-art-building-winning-team/
Also quoted in an article on Project Leadership development programmes at http://www.constructionmanagermagazine.com/agenda/cm-drops-vincis-empower-training-programme/
Unlocking the collective wisdom of the executive team is a major step toward competitive advantage. When communication, collaboration and creativity are given room to breathe, the impact on both workplace behavior and strategic outcomes produces measurable profitability.
Tapping into this collective wisdom remains a challenge for many organizations. Alignment is not automatic and needs to be cultivated. Instilling collaboration within the executive team by driving deep understanding of each individual team member fosters reassurance that executives can rely upon each to engage mutual accountability.
Angela’s Ashes - Murasaki Shikibu said that the novel happens be.docxdurantheseldine
Angela’s Ashes
- Murasaki Shikibu said that the novel "happens because of the storyteller's own experience . . . not only what he has passed through himself, but even events which he has only witnessed or been told of—has moved him to an emotion so passionate that he can no longer keep it shut up in his heart." What is the passionate emotion that is communicated in your novel? Why was the author of your novel moved to write? What is the thing that the novelist had to communicate? In your paper, explain the author's motivating emotion and how it is explored in the novel.
.
ANG1922, Winter 2016Essay 02 InstructionsYour second e.docxdurantheseldine
ANG1922, Winter 2016
Essay 02 Instructions
Your second essay is due by noon on Thursday, April 5th – by email only!
This essay must be an expository or informative essay. You have to explain something, give the pertinent information about it,
maybe describe the situation, maybe describe some process involved – the specifics depend on your topic. It might help to
know what an expository essay is not: it is not opinion nor argument. It might include any of the strategies, such as
description, comparison, contrast, and even narration, but the main purpose is to expound upon your topic. The possibilities are
endless.
Consider some possibilities if you were writing about guitars: You could explain what to look for in a guitar, how to record
guitar, part of the history of guitars (you couldn't do the whole history), categorize the types of guitars, explain the different
types of pick-ups available, and on and on. As another example, you could write something about current issues – explaining
the issue, the sides, the actions taken, the proposed solutions . . . whatever you decide to focus on. Those are just two
examples. The main criteria is that your essay is expository or informative, not an opinion or an argument.
You still have to write an introduction and a conclusion, of course. You do not have a required number of points or paragraphs.
Instead, you have a word limit: 750 word minimum, 1000 word maximum.
Rules for formatting your assignments
1) No cover page.
2) No headers. No footers.
3) At the top of the first page only, put your name and identify the assignment.
4) Set your page format to “letter” (8.5 x 11 in.). Beware: you may have A4 as your default page format.
5) Set the document language to “English” and use the spell checker.
6) Single spaced text, with a blank line between paragraphs.
7) Font: Times New Roman, 11 point.
Name your file properly <NAME – essay 2 – TITLE.doc>, put your name in your document also, and send it to
[email protected]
SPECIAL REQUIREMENTS (actually, third and fourth are not so special; they are an essential quality of effective writing)
➢ Use these comparative structures: as ____ as _____ ; less & than; more & than;
➢ Use comparatives in various parts of the sentence: the subject, the verb, and the object – all three
➢ Use at least all these at least twice each: colon, parentheses, and dash
➢ all of these conjunctions: even so, although, furthermore, moreover, if, unless (highlight them somehow)
A checklist for you:
1) _______ All of the above requirements are met
2) _______ Sentences have a variety of beginnings
3) _______ Concise, and precise, wording
4) _______ Specific, concrete images and details – avoid vague, obvious statements and abstractions
5) _______ Audience (well-chosen, well-defined, appropriately addressed), Purpose (focused, feasible, refined, clearly
expressed), and Persona (credible, evident from the text)
6).
Anecdotal Records Anecdotal Record Developmental Domain__ _.docxdurantheseldine
Anecdotal Records
Anecdotal Record Developmental Domain__ __________________________ ________
Child’s Name: ______________________________ Date: ___________________________
Child’s Age: _____________________________ Time: ____________________________
Date of Birth: _______________________________ Observer:____ ____________________
Setting: _________________
Anecdotal:
Interpretation:
Implication for Planning:
Anecdotal Records
Anecdotal Records are detailed, narrative descriptions of an incident involving
one or several children. They are focused narrative accounts of a specific event.
They are used to document unique behaviors and skills of a child or a small
group of children. Anecdotal Records may be written as behavior occurs or at a
later time.
!
Anecdotal!Record!Developmental!Domain2________________________________________________!
!
!
Child’s(Name:(______________________________! ((((((((((Date:(______________________________!(
(
Child’s(Age:(_________________________________!
(((((((((((
((((((((((Time:(_____________________________!
(
Date(of(Birth:(_______________________________!
(((((((((((
((((((((((Observer:(________________________!
(
Setting:(_______________________________________________________________________________________(
!
!
Anecdotal:(
!
(Describe exactly what you see and hear; do not summarize behavior. Use
words conveying exactly what a child said and did. Record what the child did
when playing or solving a problem. Use specific language to describing what the
child said and did including facial expression and tone of voice; avoid
interpretations of the child’s behavior; For example “He put on a firefighter’s hat
and said, “Let’s save someone!” or “He looked towards the puzzle piece and then
looked toward the puzzle. He put the puzzle piece on the puzzle and turned the
piece until it fit. He took the puzzle piece out.” Avoid using judgmental language)!
(
Interpretation:(
!
(What specific inferences can you make from this anecdotal record? What does
it tell you about this child’s growth and development? The inferences must be
directly related to the domain designated in the anecdote and refer to a specific
aspect of the domain.)
(
Implication(for(Planning:(
!
(Give a specific activity that you would incorporate into curriculum planning as a
result of what you learned about this child. Be sure the plan is directly related to
the area of development described in the anecdote. Be sure the activity is a
different activity than the one in the anecdote. Include a brief explanation of why
you would create the specific activity.)!
Anecdotal Records
!
Anecdotal!Record!Developmental!Domain2!Social!
!
!
Child’s(Name:(Jai!Liam! ((((((((((Date:(January!11,!2010!(
(
Child’s(Age:(4!years!1!month!
(((((((((((
((((((((((Time:(9:15!AM!
(
Date(of(Birth:(February!9,!2006!
(((((((((((
((((((((((Observer:(Ms.!Natalie!
(
Setting:(Ray!of!Light!Montessor.
Andy and Beth are neighbors in a small duplex. In the evenings after.docxdurantheseldine
Andy and Beth are neighbors in a small duplex. In the evenings after work, Andy enjoys practicing the
tuba, while Beth likes to relax and read novels. Unfortunately, Andy is not very good at his instrument,
and noise from his playing penetrates the walls and annoys Beth.
The daily utility Andy derives from playing the tuba for m minutes and spending xA dollars on other
consumption is given by
UA = xA + 32 log(m):
Andy would be happy to play his horn all day, except that he gets tired from blowing and he needs
to drink Red Bull (which is costly) to keep up his energy. (For simplicity, assume Andy gets no direct
utility benet from drinking Red Bull.) In fact, because there are diminishing returns to the eectiveness
of energy drinks, Andy has to increase his rate of Red Bull consumption the longer he plays the tuba.
Thus, Andy incurs c(m) dollars of Red Bull expense from playing the tuba m minutes in a day, where
c(m) =m2/36
Beth's happiness in a day is simply a function of how many dollars xB she spends on consumption
and how many minutes m of Andy's tuba playing she must endure. She becomes increasingly irritated
by the tuba the longer the playing goes on. Her utility is given by
UB = xB -m2/12
:
Assume that Beth and Andy have $150 of income to spend each day, and that they cannot save or
borrow any extra (they either use it or lose it).
1. From the perspective of a social planner with a utilitarian social welfare function, what is the
socially optimal amount of tuba playing each day?
2. Suppose there is no law stipulating whether Andy has a right to play his horn, or whether Beth
has a right to peace and quiet (it is hard to measure noise levels and sources, and to give rights
to this).
(a) Describe intuitively whether a market failure exists in this context.
(b) Calculate how many minutes m Andy chooses to play each day, and the resulting utilities of
Andy and Beth.
(c) Is there any deadweight loss from Andy's choice (if so, calculate it)?
3. Beth complains to her Landlord about the tuba noise, and in response the Landlord installs
noise meters that precisely record the level and source of noise in the apartments. The Landlord is
considering a policy where residents would be charged a fee of per minute of noise above a certain
threshold (the tuba would exceed this threshold). The Landlord wants to set to maximize total
welfare, as in part 1.
(a) In one concise sentence, describe intuitively how the optimal should be set.
(b) Calculate the optimal .
2
(c) What is the most Beth would be willing to pay the Landlord to induce him to implement the
policy in (b) (vs. the status quo described in part 2)?
(d) The Landlord does not want to make Andy upset. How much must the Landlord pay Andy
before he would agree to the policy in (b)?
4. Suppose the Landlord considers two alternative policies of \noise rights:"
(a) The Landlord gives Beth the rights to peace and quiet.
(b) The Landlord gives Andy the right to make noise.
These rights would be wri.
Andrew John De Los SantosPUP 190SOS 111 Sustainable CitiesMar.docxdurantheseldine
Andrew John De Los Santos
PUP 190/SOS 111 Sustainable Cities
March 21, 2019
Assignment 4: Researching Urban Sustainability
Solution
s
1. RESEARCH QUESTION:
How can composting food waste help reduce climate change and enhance sustainability?
2. SEARCH TERMS/COMBINATIONS:
I used different combinations of search terms:
1. Compost AND Sustain*
2. Compost AND “food waste” AND environment
3. “Compost Biochar” AND “Carbon Sequestration”
4. “Food Waste” AND “Carbon Sequestration”
3. DATABASES SEARCHED:
I used the following databases:
1. Scopus
2. Web of Science
4. ANNOTATED BIBLIOGRAPHY
Bolan, N. S., Kunhikrishnan, A., Choppala, G. K., Thangarajan, R., & Chung, J. W. (2012). Stabilization of carbon in composts and biochars in relation to carbon sequestration and soil fertility. Science of The Total Environment, 424, 264–270. https://doi.org/https://doi.org/10.1016/j.scitotenv.2012.02.061
(Word Count: 194)
Dr. Nanthi Bolan previously worked for the Centre for Environmental Risk Assessment and the Cooperative Research Centre for Contaminants Assessment and Remediation of the Environment at the University of South Australia, and now at the University of Newcastle, and he has published many highly-cited studies on biochar, according to Google Scholar. Current intensive farming techniques removes carbon from the soil, so it's necessary to enhance its capacity to act as a carbon sink and thereby help to mitigate climate change. In Dr. Bolan’s paper, she looked at how to enhance carbon sequestration in soil using compost and biochar from organic materials to mitigate GHG emissions. The methodology used was to run different decomposition experiments on various organic amendments to measure the release of CO2. Results showed that compost combined with clay materials increased the stabilization of carbon the most. However, when organic material undergoes pyrolysis (heated at high temperatures with little oxygen) and becomes biochar, it further enhances its ability to stabilize and sequester carbon. Additionally, it was found that both compost and biochar enhance soil quality. Therefore, composting food waste or turning it into biochar can improve soil quality and reduce carbon emissions.
Oldfield, T. L., Sikirica, N., Mondini, C., López, G., Kuikman, P. J., & Holden, N. M. (2018). Biochar, compost and biochar-compost blend as options to recover nutrients and sequester carbon. Journal of Environmental Management, 218, 465–476. https://doi.org/https://doi.org/10.1016/j.jenvman.2018.04.061
(Word Count: 155)
Dr. Oldfield works at the School of Biosystems and Food Engineering at the University College Dublin, Ireland. In his paper, he looked at the potential environmental impact of end-of-life of organic materials in agriculture and how the applications compare to that of traditional mineral fertilizer. He looked at global warming, acidification, and eutrophication impacts among pyrolysis (biochar), composting (compost), and its combination (biochar-compost .
Android Permissions Demystified
Adrienne Porter Felt, Erika Chin, Steve Hanna, Dawn Song, David Wagner
University of California, Berkeley
{ apf, emc, sch, dawnsong, daw }@ cs.berkeley.edu
ABSTRACT
Android provides third-party applications with an extensive
API that includes access to phone hardware, settings, and
user data. Access to privacy- and security-relevant parts of
the API is controlled with an install-time application permis-
sion system. We study Android applications to determine
whether Android developers follow least privilege with their
permission requests. We built Stowaway, a tool that detects
overprivilege in compiled Android applications. Stowaway
determines the set of API calls that an application uses and
then maps those API calls to permissions. We used auto-
mated testing tools on the Android API in order to build
the permission map that is necessary for detecting overpriv-
ilege. We apply Stowaway to a set of 940 applications and
find that about one-third are overprivileged. We investigate
the causes of overprivilege and find evidence that developers
are trying to follow least privilege but sometimes fail due to
insufficient API documentation.
Categories and Subject Descriptors
D.2.5 [Software Engineering]: Testing and Debugging;
D.4.6 [Operating Systems]: Security and Protection
General Terms
Security
Keywords
Android, permissions, least privilege
1. INTRODUCTION
Android’s unrestricted application market and open source
have made it a popular platform for third-party applications.
As of 2011, the Android Market includes more applications
than the Apple App Store [10]. Android supports third-
party development with an extensive API that provides ap-
plications with access to phone hardware (e.g., the camera),
WiFi and cellular networks, user data, and phone settings.
Permission to make digital or hard copies of all or part of this work for
personal or classroom use is granted without fee provided that copies are
not made or distributed for profit or commercial advantage and that copies
bear this notice and the full citation on the first page. To copy otherwise, to
republish, to post on servers or to redistribute to lists, requires prior specific
permission and/or a fee.
CCS’11, October 17–21, 2011, Chicago, Illinois, USA.
Copyright 2011 ACM 978-1-4503-0948-6/11/10 ...$10.00.
Access to privacy- and security-relevant parts of Android’s
rich API is controlled by an install-time application permis-
sion system. Each application must declare upfront what
permissions it requires, and the user is notified during in-
stallation about what permissions it will receive. If a user
does not want to grant a permission to an application, he or
she can cancel the installation process.
Install-time permissions can provide users with control
over their privacy and reduce the impact of bugs and vul-
nerabilities in applications. However, an install-time per-
mission system is ineffective if developers routinely request
more perm.
ANDREW CARNEGIE PRINCE OF STEELNARRATOR On November 25th, 1835 i.docxdurantheseldine
ANDREW CARNEGIE PRINCE OF STEEL
NARRATOR On November 25th, 1835 in Dunfermline, Scotland , William Carnegie plied his trade on the handloom which filled the first floor of his humble stone bungalow. But his mind that day was not on making fine linen cloth. His wife, Margaret , was in labor in the other room of their home, a small attic. That night, she gave birth to their first child, a son they named Andrew . The child's father, William , was a fine craftsman who provided a comfortable home for his wife and son, but his business was devastated by the textilefactories. William Carnegie refused to seek work in the factories and the family suffered through the poverty caused by his pride. It was Andrew's mother, Margaret , who supplied the strength to keep the family together. From her example, Andrew learned the value of hard work at an early age. Even then while doing his chores, he showed contempt for things that stood in his way. One of his jobs was to fetch water from the town well. By custom, the townspeople put out their buckets to form a line the night before. But Andrewgot tired of watching late risers take their place in front of him. One morning, he simply kicked their buckets out of theway and took his place at the head of the line. No one stopped him. Going to school wasn't mandatory and Andrewdidn't start until he was eight. Most of his early education was learned at the feet of his father and uncles, George Lauder , who ran a grocery market, and Tom Morrison , a fiery public speaker whose working-class opinions about the wealthy antagonized powerful people. Young Andrew would learn there was a price to pay for his Uncle Tom Morrison'sconfrontations with political foes. From his bedroom window,Andrew could see the tree line of the beautiful PittencrieffEstate, which contained ruins from the historical legacy ofMary , Queen of Scots. Just once a year, the owner of the estate allowed the public to come in and stroll the grounds, with one exception. He barred anyone related to a Morrison . So Andrew was forced to stay outside while all of his playmates were allowed to go into the park. The pain of this annual event in his young life would forever color Carnegie'sattitudes about his personal right to freedom of expression and his belief in the equality of all men. By the winter of 1847, another kind of pain would threaten the Carnegie family, which now included his brother, Tom , born in 1843 . DespiteMargaret's valiant efforts, they faced a prospect of soup lines to survive. Against everyone's advice, she decided to uproot the family and immigrate to America , where she had relatives living in Pittsburgh . Twelve-year-old Andrew was afraid of leaving the only home he'd ever known. He would later write of his departure from Scotland , " I remember I stood with tearful eyes as my beloved Dunfermline vanished from view." Andrew had never seen the sea when they booked passage on the converted whaling ship, the Wiscasset, bound forAmerica.
Andrew CassidySaint Leo UniversityContemporary Issues in Crimina.docxdurantheseldine
Andrew Cassidy
Saint Leo University
Contemporary Issues in Criminal Justice Administration (CRJ 575)
July 25, 2014
Dr.
Donald G. Campbell
Abstract
Leaders fail to act accordingly based off theories that are examined in detail explaining the fall of a organization.
Background
Leadership failures can be attributed to theories based off emergence or nature of the particular type or style of leadership. Some theories that are examined are the traditional leadership theory, behavior and leadership styles theory, contingency and situational theory, transactional and transformational theory, comparison of charismatic and transformational leadership and finally the new leadership which represents the servant, spiritual, authentic and ethical style of leadership (
Swanson, C. R., Territo, L., and Taylor, R. W., 2012)
. Many reasons are listed why leaders fail but an effective leader should be developing and effective organization.
Reasons Why Leaders Fail
A leader fails to act because of five different reasons (Haller, C.L., 2010). The first is the interpersonal skills of a leader. If the leader has a poor skill in interpersonal then the leader has lost the ability to inspire their people. Poor communication fails underneath poor interpersonal skills. A well-rounded leader gives feedback to their employees, which correlates a element that produces a high functioning organization. Sometimes leaders fear the confrontation. A good example of side stepping this would be learning the art of verbal judo. The technique allows a employer to hear and understand the feelings but also takes into consideration the feelings of this a particular individual. Part of being a leader is making risk decisions on short notice that may be difficult but may involve address issues with others that closely work around you.
The second reason leaders fail is the inability to adapt and change. Part of the society we now live in requires us to adapt and overcome changes in the world. A good leader must be able to see the good in anything and promote change from within. New situations arise on daily basis and strategies must be formed accordingly in order to embrace the change. The one thing a good leader can count on is constant change in the workplace. I believe this to be especially true in law enforcement. The third reason leaders fail to act is because leaders focus more on self -promotion focusing on being important or powerful. The perception in the workplace is that this type of action is a betrayal of trust and a failure of integrity. The objective focus in this particular leader makes the performance not good enough to succeed but wants a celebrity status in return. Some leaders want what is not theirs and pride themselves as being top dog in a organization. The fourth reason why leaders fail is because of their indecisiveness. A direct result of this is because the leader has alack of confi.
Andrea Azpiazo – Review One. Little Havana Multifamily Developme.docxdurantheseldine
Andrea Azpiazo – Review One. Little Havana: Multifamily Development Project
This report states that Little Havana is considered a low to moderate income market. However, the report also informs that demand for the proposed apartments will come from the mid to upper-income population of the Little Havana area, but it does not provide demographic data to support that demand. Who are they? What age groups? Is it primarily family households, retirees, millennials, or a mix? These are essential questions that need to be answered for an investor to have some indication of where the potential growth in rental rates will come.
No Operating Expenses are listed other than Management Fee, which is on the low end of the industry scale and likely since this is a new building. What are the projections for electricity, building and grounds maintenance, water? Although this is new construction, there will be operating expenses required throughout the holding period. Will there be a washer and dryer in the units? What about laundry or vending machines as a source of Other Income.
Based on data provided in the report, the CAP Rate for this proposed Multifamily development is significantly higher than the averages for the area, at 5.3-5.7%. Considering this is new Class A development which is not expected to carry high CAPEX reserves for a typical investment holding period of 5-7 years, the Going-In and Going-Out CAP Rates should be lower. Additionally, 70% LTV at 9% is indicative of higher risk. Is there an issue with the developer which has not been disclosed and precludes them from obtaining better terms?
The asking rent for this proposed multifamily development is 21.42% over the average rents for comparable apartments in the area. An additional bathroom in the units and one parking space per unit does not support the $1,400 asking rent, particularly when considering that there are no amenities in this building to attract a demographic that is willing to pay $300, or 21.42%, more in rent for the subject area.
Being new construction, why weren’t hurricane impact windows or shutters included, which are more in line with current building codes and municipal planning, such as Miami21? This reduces property insurance costs. The new owner may have to invest in these as part of capital expenditures.
The proposed development does not appear to fit the current target market and relies on expectations for future growth and demand in the area. Further examination, with more due diligence from sites such as STDB, US Census data, NREI, CBRE is warranted to determine the viability of this project for the proposed holding period.
Andrea Azpiazo
–
Review One. Little Havana: Multifamily Development Project
This report states that Little Havana is considered a low to moderate income market. However,
the report also informs that demand for the proposed apartments will come from the mid to
upper
-
income population of the Little Ha.
And what we students of history always learn is that the human bein.docxdurantheseldine
"And what we students of history always learn is that the human being is a very complicated contraption and that they are not good or bad but are good and bad and the good comes out of the bad and the bad out of the good, and the devil take the hindmost." - All the King's Men, Robert Penn Warren
1. What can you analyze about the syntax of this text?
2. AP Style Question: How does this excerpt's syntax affect the arrangement of details and overall pacing of the text?(Structure 3.A)
3. AP Style Question: How do the diction, imagery, details, and syntax in a text support multiple tones? (Narration 4.C)
THE JOY LUCK CLUB
"That night I sat on Tyan-yu's bed and waited for him to touch me. But he didn't. I was relieved." - Amy Tan, The Joy Luck Club
QI: What effect does the syntactical arrangement have on the quote?
Q2: AP Style Question: Which details from the text indicate the identity of the narrator or speaker? (Narration 4.A)
"1984"
"For, after all, how do we know that two and two make four? Or that the force of gravity works? Or that the past is unchangeable? If both the past and the external world exist only in the mind, and if the mind itself is controllable - what then?" George Orwell, 1984
Q: What effect does the syntactical arrangement have on the quote?
.
and Contradiction in Architecture Robert Venturi .docxdurantheseldine
and
Contradiction
in Architecture
Robert Venturi
with an introduction by Vincent Scully
The Museum of Modern Art Papers on Architecture
The Museum of Modern Art, New York
in association with
the Graham Foundation for Advanced Studies in
the Fine Arts, Chicago
Distributed by Harry N. Abrams, Inc., New York
Trustees of The Museum of Modern Art as of October I992
David Rockefeller, Chairman ofthe Board; Mrs. FrankY. Larkin, Donald B.
Marron, Gifford Phillips, Vice Chairmen; Agnes Gund, Presiden; Ronald S.
Lauder, Richard E. Salomon, Vice Presidents; John Parkinson 111, Vice
President and Treasurer, Mrs. Henry Ives Cobb, Vire Chairman Emeritus
Mrs. John D. Rockefeller jrd, President Emerim, Frederick M. Alger 111,
Lily Auchincloss, Edward Larrabee Barnes, Celeste G. Bartos, Sid R. Bass,
H.R.H. Prinz Franzvon Bayern,** Hilary P. Califano, Thomas S. Carroll,*
Mrs. Gustavo Cisneros, Marshall S. Cogan, Robert R. Douglass, Gianluigi
Gabetti, Lillian Gish,** Paul Gottlieb, Mrs. Melville Wakeman Hall,
George Heard Hamilton,' Barbara Jakobson, Philip Johnson, John L.
Loeb,* Robert B. Menschel, Dorothy C. Miller,** J. Irwin Miller,*
S. I. Newhouse, Jr., Philip S. Niarchos, James G. Niven, Richard E.
Oldenburg, Michael S. Ovitz, Peter G. Peterson, John Rewald,** David
Rockefeller, Jr., Rodman C. Rockefeller, Mrs. Wolfgang Schoenborn,*
Mrs. Robert F. Shapiro, Mrs. Bertram Smith, Jerry I. Speyer, Mrs. Alfred R.
Stern, Mrs. Donald B. Straus, E. Thomas Willianis, Jt, Richard S. Zeisler.
* Tmstee Emeritus **Honorary Tmstee Ex-Oficio T~ruees: David N .
Dinkins, Mayor of the City ofNew firk, Elizabeth Holtzman, Comptrolhr
of the City of New firk, Jeanne C. Thayer, President of The International
Council
Copyright O The Museum of Modern Art, New York, 1966, 1977
All rights resewed
Second edition 1977, reprinted 1979, 1981, 1983, 1985, 1988, 1990, 1992
Library of Congress Catalogue Card Number 77-77289
The Museum of Modern Art ISBN 0-87070-282-3
Abrams ISBN 0-8109-6023-0
Second edition designed by Steven Schoenfelder
Printed by Princeton University Press, Lawrenceville, New Jersey
Bound by Mueller Trade Bindery, Middletown, Connecticut
The Museum of Modern Art
I I West 53 Street
New York, New York 10019
Printed in the United States of America
Distributed in the United States and Canada by Harry N. Abrams, Inc., New York
A Times Mirror Company
Contents
Acknowledgments 6
Foreword 8
Introduction 9
Preface 13
1. Nonstraightforward Architecture:
A Gentle Manifesto 16
2. Complexity and Contradiction vs.
Simplification or Picturesqueness 16
3. Ambiguity 20
4. Contradictory Levels:
The Phenomenon of "Both-And" in Architecture 23
5 . Contradictory Levels Continued:
The Double-Functioning Element 34
6. Accommodation and the Limitations of Order:
The Conventional Element 41
7. Contradiction Adapted 45
8. Contradiction Juxtaposed 56
9. The Inside and the Outside 70
10. Theobligation T.
Ancient Egypt1The Civilization of the Nile River V.docxdurantheseldine
Ancient Egypt
1
The Civilization of the Nile River Valley: Egypt
Geography – Isolated by deserts on both sides.
The Nile’s periodic flooding made civilized life possible in Egypt. During drought or famine, Egypt was the place to go because Egypt always has water (cf. the story of Joseph and his brothers in Genesis).
The kingdom was divided into two parts: Lower Egypt and Upper Egypt (Upper Egypt is in the south), with Lower Egypt being a bit more cosmopolitan than Upper Egypt.
Unlike Mesopotamia, stone was plentiful.
2
Pre-Dynastic Egypt: There is some evidence that very early on (3400-3200 BC), Egypt was influenced by Mesopotamia (corresponds to Jemnet Nasr period at Uruk). The evidence includes:
the use of rectangular sun-dried mud-brick in building,
the use of cylinder seals only during this time (Egypt usually used stamp-seals before and after this period),
pictographic writing (the “idea” comes from Mesopotamia),
the idea of kingship, social stratification and specialization,
certain kinds of painted pottery,
and pictures of twisted animals and battling with animals.
This contact may explain Egypt’s sudden explosion into a complex, advanced civilization with writing. The use of mud-brick is peculiar, noting the abundance of stone. There is evidence, however, that the development begins in Upper Egypt (i.e., the south). Two distinct cultures, the Upper, with social stratification and royal artistic expression, etc., and the Lower, with contacts in Palestine, etc.
Egypt seems to go from the Neolithic to a complex civilization overnight. Linear development is not apparent. Agriculture appears to be introduced from outside.
The Pharaoh (the king) is somehow responsible for the yearly success of the Nile. His throne was Isis, the wife of Osiris and the mother of Horus. The king is identified with Horus.
Egypt seeks to portray changeless continuity over thousands of years. This is somewhat true, but not entirely accurate. Ancient Egypt went through a few periods of relative chaos or lack of centralized power. Egypt, however, as is well known, chose not to usually record such periods for posterity.
4
Map of Egypt
5
Egyptian history begins with King Narmer
Narmer united Upper and Lower Egypt
He is likely the same person as Menes
Mizraim is often the Hebrew name for Egypt
The combination of the two crowns appears.
This is the beginning of the First Dynasty, and of Egyptian history
He established his capital at the new city of Memphis (= neutral ground)
It was a new city, said to have arisen out of the ground when Narmer diverted the Nile.
The royal burial grounds of Saqqara and Giza are located nearby.
The uniting of Egypt is commemorated on the Palette of King Narmer (fig. 2.3)
Egyptian artistic canon for relief figures is manifested:
head and feet in profile, with one foot forward, but eye and shoulders shown frontally (cf. fig. 2.2)
This is the beginning of Egypt’s Bronze Age
It is also the beginning of Egy.
Anayze a landmark case. The assesment should include a full discussi.docxdurantheseldine
Anayze a landmark case. The assesment should include a full discussion of the case, the courts decision and the impact it had on the US political/legal environment.
8-12 pages
12 point times new roman font
at least 5 crediible sources
Selected cases:
Roe v. Wade (1973)
Miranda v. Arizona (1966)
Dred Scott v. Sandford (1854)
Plessy v. Ferguson (1896)
Brown v. Board of Education (1954)
Mapp v. Ohio (1961)
United States v. Nixon (1974)
Regents of the Univ. of California v. bakke (1978)
Lawrence v. Texas(2003)
Bush v. Gore (2000)
.
Anatomy and Physiology of the Digestive SystemObjectives· Iden.docxdurantheseldine
Anatomy and Physiology of the Digestive System
Objectives
· Identify the anatomical structures of the digestive system and their functions
· Explain the physiology of digestion through the system
Assignment Overview
This exercise helps students understand the anatomical structures of the digestive system
Deliverables
Annotated diagram of the digestive system
Step 1 Draw a diagram. (It is OK to take a diagram from the internet and label it.)
Using the drawing tools provided by your word-processing program, draw a diagram that traces the pathway and physiological processes of a bite of food through the digestive system. Annotate each step in the digestive process with a brief paragraph describing what happens in the step.
Be sure to include ALL the following topics:
· The organs of the digestive system (This includes the alimentary canal AND the accessory organs of digestion)
· The actions of the digestive system
· Propulsion
· Absorption
· Chemical digestion
· Mechanical d
Running head: CREATING A LANGUAGE RICH ENVIRONMENT1
CREATING A LANGUAGE RICH ENVIRONMENT6
Creating a Language Rich Environment
Kawanda Murphy
Instructor Afiya Armstrong
Ece315 Language Development in young Children
12/17/18
Creating a Language Rich Environment
Introduction
Children learn best in environments that support optimum creativity as well as development opportunities. As such, teachers must strive to foster a learning environment that enhances language acquisition among students. Learners can grasp different languages with the right practice, instructions as well as encouragement. Every teacher has a responsibility to have a classroom set up with specific learning areas as well as plan for their use (Celic, 2009). The ways in which he or she creates the opportunities for productive language acquisition can enable learners to lower their mistakes, allow learners at different educational levels interact with one another, as well as create a natural learning environment that teaches and provides various opportunities for language learning (Piper, 2012). Therefore, I have designed a classroom floor plan with three centers- the computer corner, the collaborative work table and reading corner- that do not only promote literacy, but also language acquisition.
The Classroom Floor plan
This floor plan is specifically designed to provide children with the opportunities on how learn and use language in natural ways. The three primary areas designed for promoting language learning and use include the computer corner, the reading center as well as the collaborative worktable.
The Computer Corner
The computer corner has 2 computer desks than can be used by between 2 and 3 learners at a time. The computer area supports language development among learners by providing them with the opportunities on how to use a computer, play interactive reading game, print words for learning as well as use other educational programs that promote reading as well as language acq.
ANAThe Article Review by Jeanette Keith on Book by Stephanie McCu.docxdurantheseldine
ANAThe Article Review by Jeanette Keith on Book by Stephanie McCurry
Stephanie McCurry.Masters of Small Worlds: Yeoman Households, Gender Relations and the Political Culture of the Antebellum South Carolina Low Country. New York: Oxford University Press, 1995. 320 pp. $39.95 (cloth), ISBN 978-0-19-507236-5.
Reviewed byJeanette Keith (Bloomsburg University of Pennsylvania)
Published on H-CivWar (February, 1996)
FOR DISCUSSION - Analyze this article as a myth regarding TOPIC“The Enslave South”!
Stephanie McCurry's superb study of antebellum South Carolina deserves a place on the shelves and reading lists of all historians of the South and the Civil War. In lucid prose, backed up by careful and sophisticated research, she provides an answer to one of the most basic questions about the war and the region, a question best posed in the terms many professors have heard from freshmen students: "If most Southerners didn't own slaves, then why did they fight for the Confederacy?" For her answer, McCurry looks at the South Carolina Low Country.
The Low Country represents the Slave South carried to extremes, characterized as it was by huge plantations, a majority slave population, and a political system unique in the South for its elitism. South Carolina was not "the South" any more than Massachusetts was "the North," but its very nature as the extreme example of "Southern-ness" makes it an excellent place to ask some basic questions about the nature of antebellum society and its relationship to the political system. McCurry's answers demolish some deeply cherished myths about the Low Country and cast new light on some very old questions in the historiography of the South.
McCurry's book is about yeoman farmers, their families, their religion, and their relationships (political and otherwise) with the planters. McCurry notes that the very presence of yeoman farmers in the Low Country has been written out of history: they exist only as "the people" in the discourse of planter politicians. Ironically, two opposing groups are responsible for this -- the descendants of planters, who have found their self-created myth of the aristocratic Low Country both soothing and a lucrative tourist attraction, and antebellum travelers like Frederick Law Olmsted, who assumed the degredation of the non-planter white population and who usually saw in the South what he wished to see.
Through the use of quantified data, McCurry establishes the existence of yeoman farmers in the Low Country and demonstrates that they were the majority of the white male population in the region. According to McCurry, these farmers owned small amounts of land and possibly a few slaves. Their strategy for survival, as described by McCurry, will be familiar to any student of the new rural social history. They produced food first for family sustenance and then grew cotton for the market. Farmers were masters of small households and controlled the labor of their wives, their children and (if they .
Analyzing workers social networking behavior – an invasion of priva.docxdurantheseldine
Analyzing workers' social networking behavior – an invasion of privacy?
Salesforce.com
's ‘Chatter’ is analytics software that can be used by IT administrators to track workers' behavior on social networking sites during working hours. The data collected can be used to determine who is collaborating with whom, and to inform developers about how much their applications are being used – a concept often referred to as stickiness. While these reasons for tracking users appear to be bona fide, is this a threat to personal privacy?
.
Analyzing and Visualizing Data Chapter 6Data Represent.docxdurantheseldine
Analyzing and Visualizing Data
Chapter 6
Data Representation
Introducing Visual Encoding
Data representation is the act of giving visual form to your data.
Viewers: When perceiving a visual display of data, it is decoded using the shapes, sizes, positions and colors to form an understanding
Visualizers: Doing the reverse through visual encoding, assigning visual properties to data values
Comprised of a combination of two properties
Marks: Visible features like dots, lines and areas
Attributes: Variations applied to the appearance of marks, such as size, position, or color.
Introducing Visual Encoding cont.
TBA
Introducing Visual Encoding cont.
TBA
Introducing Visual Encoding cont.
TBA
Introducing Visual Encoding cont.
TBA
Introducing Visual Encoding cont.
Marks and Attributes are the ingredients, a chart type is the recipe offering a predefined template for displaying data.
Different chart types offer different ways of representing data.
Introducing Visual Encoding cont.
TBA
Introducing Visual Encoding cont.
TBA
Introducing Visual Encoding cont.
TBA
Introducing Visual Encoding cont.
Chart Types
TBA
Chart Types
Exclusions
Inclusions
Categorical comparisons
Dual families
Text visualization
Dashboard
Small multiples
A note about ‘storytelling’
Influencing Factors and Considerations
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Influencing Factors and Considerations cont.
TBA
Analyzing and Visualizing Data
Selecting a Graph
Selecting a Graph
Pie Charts
Compare a certain sector to the total.
Useful when there are only two sectors, for example yes/no or queued/finished.
Instant understanding of proportions when few sectors are used as dimensions.
When you use 10 sectors, or less, the pie chart keeps its visual efficiency.
Selecting a Graph cont.
Bar Charts/Plots
Ordinal and nominal data sets
Compare things between different groups or to track changes over time
Measure change over time, bar graphs are best when the changes are larger
Display and compare the number, frequency or other measure (e.g. mean) for different discrete categories of data
Flexible chart type and there are several variations of the standard bar chart including horizontal bar charts, grouped or component charts, and stacked bar charts.
Frequency for each category of a categorical variable
Relative frequency (%) for each category
Select.
Analyzing and Visualizing Data Chapter 1The .docxdurantheseldine
Analyzing and Visualizing Data
Chapter 1
The Components of Understanding
A Definition for Data Visualization
Data
Representation
Presentation
Understanding
The Components of Understanding cont.
Process of Understanding
Perceiving
Interpreting
Comprehending
The Components of Understanding cont.
1.2 The Importance of Conviction
Principles of Good Visualization Design
Trustworthy
Accessible
Elegant
Principle 1
Principle 1: Good Data Visualization is Trustworthy
Trust vs Truth
Trust Applies Throughout the Process
Principle 1 cont.
Principle 2
Principle 2: Good Data Visualization is Accessible
Reward vs Effort
The Factors Your Audiences Influence
The Factors You Can Influence
Principle 3
Principle 3: Good Data Visualization is Elegant
What is Elegant Design?
How Do You Achieve Elegance in Design?
Principle 3
.
Analyzing a Primary Source RubricName ______________________.docxdurantheseldine
Analyzing a Primary Source Rubric
Name ________________________ Date _______
Class ____________________________________
Exemplary Adequate Minimal Attempted
Analysis of
Document
Offers in-depth analysis
and interpretation of the
document; distinguishes
between fact and opinion;
explores reliability of
author; compares and
contrasts author's point
of view with views of
others
Offers accurate analysis
of the document
Demonstrates only a
minimal understanding
of the document
Reiterates one or two
facts from the document
but does not offer any
analysis or interpretation
of the document
Knowledge of
Historical Context
Shows evidence of
thorough knowledge of
period in which source
was written; relates
primary source to specific
historical context in
which it was written
Uses previous general
historical knowledge to
examine issues included
in document
Limited use of previous
historical knowledge
without complete
accuracy
Barely indicates any
previous historical
knowledge
Identification of
Key Issues/Main
Points
Identifies the key issues
and main points included
in the primary source;
shows understanding of
author's goal(s)
Identifies most but not all
of the key issues and
main points in the
primary source
Describes in general
terms one issue or
concept included in the
primary source
Deals only briefly and
vaguely with the key
issues and main points in
the document
Resources Uses several outside
resources in addition to
primary source
Uses 1–2 outside
resources in addition to
primary source
Relies heavily on the
material/information
provided
Relies exclusively on the
material/information
provided; no evidence of
outside resources
Identification of
Literary Devices
Analyzes author's use of
literary devices such as
repetition, irony, analogy,
and sarcasm
Mentions author's use of
literary devices but does
not develop fully
Does not discuss author's
use of literary devices
Does not discuss author's
use of literary devices
Understanding of
Audience
Shows strong
understanding of
author's audience
Shows some
understanding of
author's audience
Shows little
understanding of
author's audience
Shows no understanding
of author's audience
Analyzing a Primary Source Evaluation Form
Name ________________________ Date _______
Class ____________________________________
Exemplary Adequate Minimal Attempted
Analysis of
Document
Knowledge of
Historical Context
Identification of
Key Issues/Main
Points
Resources
Identification of
Literary Devices
Understanding of
Audience
COMMENTS:
ALI 150
C. Stammler
Exploring “Definition” Essays
For each assigned reading do the following for your analytical response:
Note: Your analysis must be TYPED and it is Due the Date the reading is due. (no late
work accepted)
A. the Text
A.Analyze: In your response, include the following information for EACH TITLED
TEXT: Title and Author
1.
B.If it is a Direct Thesis, copy it down. (include para)
C.If you could not locate a “Direct Thesis” and.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
ESC Beyond Borders _From EU to You_ InfoPack general.pdf
Reflection Part 6 CSBI Course 6 Rel.docx
1. Reflection Part 6
CSBI Course 6: Relationship, Change
Management and Consulting skills
● Leading Change
● Finding Opportunity
● Communicating Within the Industry
● Proving Value
Leading Change
Consultants leverage knowledge,expertise and
communications competency to support
decision-makers in considering data and
information in ways that reveal robust
opportunities for
organizations. Some of these opportunities have
not previously been envisioned at an
operations level because meaningful information
has not been available or presented.
Exercising Influence and Stimulating Action
A well-considered and integrated use of
emotional intelligence, a variety of leadership
styles and
appropriate use of power will be valuable to
the BI/Analytics consultants as a change agent
2. in
times of turbulence. We will describe each
of these attributes and then discuss how their
integrated use creates strong leverage for
influence.
Much has been written over the past fifteen
years about the success of those who work
with
emotional intelligence(EI). High-EI people can
understand and read, in real time, their own
emotions while simultaneously understanding those
of others and subsequently advancing their
positions by interacting with greater skill and
influence than others. This capability is
present
even in the heat of the moment, when
most individuals would turn to more base-level
interpretations of and reactions to themselves,
others and a situation.
Daniel Goleman, a well-known author on EI,
finds that leadership performance is affected by
one’s ability to work within the two EI
competency sets- personal and social.
Specifically, one’s
ability to engage certain personal and social
competencies yields stronger leadership
performance and subsequent results as a
change agent.
3. Self Awareness
● Emotional awareness
● Accurate self-assessment
● Self confidence
Self Management
● Self control
● Trustworthiness
● Conscientiousness
● Adaptability
● Innovation
Motivation
● Achievement drive
● Commitment
● Initiative
● Optimism
Empathy
● Understand others
● Develop others
● Service orientation
● Leveraging diversity
● Political awareness
Social Skills
● Influence
● Communication
● Conflict management
● Leadership
● Change catalyst
● Building bonds
● Collaboration and cooperation
● Team capabilities
4. Exercise Influence and Stimulating Action
It can be surmised that building bonds
would be helpful in the complex healthcare
environment.
A key in building bonds is to develop
extensive informal networks where mutually
beneficial
relationships are carefully cultivated. The
networks are chosen based on expertise that
each
member brings to the table and willingness
to extend knowledge or expertise when needed.
Innovation is not seen as a necessary change
agent competency because the change agent
helps others unlock their ideas and work
through them.
Leadership styles and competencies
Goleman asserts that one can develop higher
EI competency through practice. Self tests are
available to see where one stands compared
to others. EI can be practiced by learning
to use
the six leadership styles listed. Practice of
each style sharpens one’s EI in specific
competencies. They should all be used at
points where such an effect is needed. Use
in
combination is appropriate.
5. The Power Bases
The social skill influence is an EI
competency that leaders leverage to get things
accomplished.
Influence is grounded in the power individuals
exercise, according to Kenneth W. Thomas,
PhD.
Thomas presents six power types along with
the influence effect each type produces.
The key aim for the BI/Analytics consultant
related to influence is to build commitment
to an
idea, an approach, a KPI or a new way
of looking at or making decisions.
Note the commitment effect is related to
personal power bases expertise and information,
which
the BI/Analytics consultant should have or can
build in abundance. Also needed is compliance
from those outside one’s direct control to
successfully conduct experiments and launch new
analytic approaches. Goodwill should also be
used to build commitment. Successful use of
these power bases relies on communication.
6 Power bases are:
6. 1. Authority-one’s formal right to direct others
in certain matters and others’ obligation to
follow those directions.
2. Reward-one’s control over things others
desire.
3. Discipline-One’s formal right to punish others.
4. Information-Facts or reasoning that one
possesses and is able to share convincingly
with team members.
5. Expertise-One’s superior judgment or knowledge
in a specific area.
6. Goodwill-Feelings of support and respect that
one has built with others.
The influence effect that each power base
produces is presented here. Some sources of
power
base production are presented here. Some
sources of power are positional, while others
are
personal. Positional power bases often are not
available to the BI/Analytics consultant, as they
require one to be in position of direct
authority over another. Positional power bases
are not
needed to build commitment. However, ensuring
compliance is necessary, along with
occasionally overcoming resistance, and these do
not come from commitment alone.
Depending on the situation, one may be
available to wield positional power when acting
in
project management capacity, though this is
7. difficult. Whennot in a positional power
position,
one can exercise personal power to reward
individuals that fosters compliance. Mechanisms
need to be in place to make this happen.
It is essential to have the ability to use
all power types
as appropriate to spur progress.
Source of Power Power Base Influence Effect
Position Authority Compliance
Discipline Resistance
Reward Compliance
Personal Information Commitment
Expertise Commitment
Goodwill Commitment
Fostering Commitment
Now one has a tool set for action.
However, conscious use of the tools must be
engaged. The
stakeholder provides insights into the interests
and needs of individuals involved at all
organizational levels. From this analysis, one
should have a keen appreciation of how to
engage EI social competencies. This strengthens
political awareness. Action steps, if
developed carefully in the stakeholder process,
can address political issues and act as power
mechanisms of reward and goodwill to foster
compliance and commitment. For example, set
8. up the plan for someone who wants a say
and participation, so they can participate and
talk.
They will feel rewarded. Enrolling them in
the process through participation because you
can(exercise goodwill) engage team capabilities.
In turn, those drawn in will now exhibit
goodwill
to others as it has been extended to them,
which leads to commitment.
Other Tools-Sponsorship
One of the other tools to engage in the
process is sponsorship. Sponsorship can be
defined as
fostering transparency and accountability in the
group process, again fitting with necessary EI
competencies of political awareness, initiative
and influence. Although one may not be
engaged
in a formal project management (PM) situation,
the PM tool of sponsorship ensures that
enough
organizational executive influence is available to
exert pressure against possible resistance.
Others Tools-Communication
9. Communication is another tool. It’s important
to understand one’s own communication style
and
preferences and be sensitive to the styles
and preferences of others. A number of self-
scoring
tools are available that can be used to
master interpersonal communication skills. Some
of
these are:
● DiSC profile-this tool illuminates one’s
communication preferences(dominant, influencer,
steadiness & conscientiousness). When these
preferences are known, one can work to
understand and interact with others in the
context of their preferred styles of
communication.
● Myers Briggs Temperament Index: This tool
helps individuals and groups understand
the basic differences in the ways they prefer
to use their perception and judgment.
● Kolbe Conative Index-this tool offers a
measure of how people are hardwired to take
action in one of four ways(fact finder,
follow through, quick start or implementer).
Exercising influence and Stimulating Action
Whether using these or other tools, it’s
helpful to understand communications preferences
and
styles in oneself and in team members. The
10. aim is to carefully build a team that is
balanced in
communication styles to achieve diversity of
thought and action. Then continue to hone
these
skills across the course of the work.
Is it this simple? No. Conscious action is
required along with careful and forward-looking
networking and preparation. There is no
substitute. There are those who might eschew
this
process as contrived and surreptitious. However,
goodwill-the most powerful of the power bases
due to the broad spectrum of activities and
methods. Goodwill is easily dissipated where
transparency and open action are not in
force.
Finding Opportunity
Focus on performance
Using the approaches discussed earlier for
working across the organization at all levels,
one
can uncover areas and issues of importance
that need to be addressed. Here the
organization
can see if attainment of the benchmark is
possible and what it might take to achieve
it based on
the what if findings. And the organization
can see what is possible today. So decision-
making
related to targets is in line with the 5
11. key power decision attributes-more targeted,
replicable,
expeditious and lower in cost.
Are Policies and rules in Place?
Also revealed in this type of analysis is
whether the organization has the policies in
place, and
whether actual practice and compliance are in
line with these policies, to perform at desired
levels. As the predictive analytic
experimentation process requires ia set of rules
by which to
make predictions(this is how the organization
wants or should operate), the set of rules
by which
the organization actually operates becomes clear.
Then the what if questions always prompt
the questions: “So what are you doing
now?” Often it
has been found that significant issues with
compliance exist and, frequently enough, policies
and rules do not exist. They must be
built.
So experimentation reveals 2 things:
● The data needed(ADT, clinical, financial, etc
or process performance)
● The policies and rules by which the
predictions and prescriptions must be developed
and
12. implemented with any analytics.
Who is responsible?
As part of moving along this path, one
will have performed a stakeholder analysis.
This analysis
will have revealed another important area of
information: Who is involved in the chain of
events
that makes up the item in question? Who
is ultimately responsible? Who executes the
item on
a daily basis? For example, staffing on
nursing floors, collection decisions or how the
marker
for high 30-day readmit risk is actually
addressed. Or regarding outpatient demand
management activity in Primary Care- to
manage identified chronic healthcare users with
diabetes. After building a new very expensive
construct dashboard with very detailed metrics
as requested-does the operating areas use it?
Do the metrics move?
One can easily surmise the highly sensitive
situation that begins to present itself. The
capability
and willingness of operating managers at
several levels may be called into question.
This is the
reason for advance engagement of the
stakeholders analysis and plan, EI building
bonds and
networking and sponsorship tools, along with
13. involving the operating managers in the
experiment development process.
However, this uncovers the need for
sponsorship and in some situations where
distributed
decision-making is required, this need is
absolute. This a model to ensure the aims
planned are
actually executed down the line.
In particular, the sponsorship tool calls for
finding a sponsor at the highest level who
can hold
accountable all actors involved in the work.
The CFO cannot hold the COO or CNO
accountable, therefore the CEO must be the
sponsor. If this is not possible, then the
initiative
should not be engaged.
Case study
Consider this real case regarding outpatient
demand management activity in Primary Care.
The
initiative’s aim is to manage identified chronic
condition healthcare users having diabetes. After
building an expensive dashboard with detailed
metrics(as requested) to support operating
managers(those responsible for execution) to
address the issue, does the outpatient primary
care office and clinic facilities use it? Do
14. metrics move? The senior leadership team is
asking
questions to validate the use of the tool to
address the issue as the metrics are not
moving
appreciably.
Case Study-Answer
CEO-Correct. No. Not necessarily intuitive, yet
the initiative involves clinical staff(medical &
nursing) along with the support of
administrative staff. All of these positions stop
with the CEO.
It might be considered below the CEO’s
work, yet as in the chart presented, the
sponsor must
have the authority to mobilize action. In
this case the clinical teams and administrative
team
must become and remain mobilized.
Chief Admin Officer-Incorrect. This position has
no leverage over the CMO, when push comes
to shove in organizational politics.
CNO-Incorrect. The CNO is the usual suspect
for clinical accountability. However, what about
the medical team? What about the necessary
support of the clinical staff by administrative
15. team? The CNO has no leverage here.
VP of Primary Office Admin: Incorrect. This
individual has no authority or leverage over
clinical
execution.
CFO: Incorrect. This individual has no
authority or leverage over clinical execution.
VP of Finance: Incorrect. This individual has
no authority or leverage over clinical execution.
Director of BI/A: Incorrect. This individual
has created a tool according to specs but
does not
have authority or leverage over clinical
execution.
Communicating within the organization
The BI/A consultant must present the results
data effectively in a general sense. In
addition,
however, he or she must present results in
terms to which others in the organization
will relate.
The typical return on investment(ROI) findings
leave many cold. Often the first thought is
that
ROI means loss of jobs. This can easily
be the case in clinical areas, since labor is
largely the
only visible expense. ROI to many is based
on cost reduction only. To mitigate this
16. tendency, it
is critical to involve not only the unit
director or manager when starting with the
experiment
design process. Stakeholders, specifically staff
members involved in the process should
participate. It is helpful to have staff
members who are vocal about the need for
change
because they have an invaluable ground-level
viewpoint that should be taken into
consideration.
Communicating of Analytic Process and
Information
This complement of participants provides the
base of information about how things are
done to
engage the foundational discovery work needed
at the start of designing the experiment, such
as process flowcharting, value stream mapping
and policy/operating practice identification. At
the same time, the BI/Analytics consultant can
teach participants about the work being done
and
its meaning.
The real payoff of involving this larger
group threefold:
● An outcome will be defined in advance in
terms the stakeholders understand(negotiating
17. with key stakeholders and managing expectations)
● Policies and practices, whether they are
good, absent or lacking in performance, will
become transparent and can be appropriately
addressed
● The group will have a greater level of
understanding and analytics sophistication
An additional benefit of this process is the
advisory role one can develop with the team
over the
time of the working relationship. The
transparency of the process called for the
assistance of
analytics in developing solutions.
This process leverages EI competencies,
leadership styles and robustly leverages power
bases. It is also well known as part of
the Total Quality Management process, lean
processes
and similar implementations used over the last
20 years.
Proving Value
ROI
“Because everyone else is'' is, of course, not
a reasonable statement for winning approval.
The
question regularly asked is how does one
show ROI? Consider, first, that ROI means
many
18. things. Straight dollar costs or revenues, care
quality and process improvement cover the
major functional concerns.
Regarding costs, consider the following:
● First, look at performance against known
benchmarks. Organizations normally track a
number. Tracking against benchmarks is fraught
with disagreement as to
appropriateness and applicability, often depending
on who is speaking and how the
benchmark makes their area appear. Remember
that with cost being the predominant
indicator of performance, defending a position
often revolves around how “thethings
driving cost in our business look nothing
like the others in the benchmark cohort.”
And it
is best not to spend a great deal of time
arguing about this. The benchmark is not an
absolute, it is a relative position with all
other things being equal. Benchmarks provide
needed directional information( i.e., is the
organization on the right highway?).
For example, let’s look at the biggest
organizational expense, labor. Suppose one finds
labor cost related to revenues to be in
excess of benchmarks determined by a cohort
of
best-practice organizations, or even the
benchmark overall, by upwards of 10%. Are
there differences in a host of operating
conditions?
19. Yes, maybe. Do they account for a
difference of 10%? One may be a different
road
altogether. More importantly, one has a
tremendous opportunity for return even with a
few points improvement, as the dollar amounts
are so large. Careful simultaneous use
of analytics across all three types discussed(
descriptive, predictive & prescriptive) will
unlock this potential.
Similarly, related to supply expense, best-practice
organizations run these costs in the
very low 20% range. Calculate what these
mean for your organization in excess dollars
spent.
Quality and return
The relationship between clinical quality and
return is becoming obvious when one
considers the cost savings of fewer re-
hospitalizations, lower numbers of MRSA cases
and earlier detection of high blood pressure,
for example. These are not necessary soft
costs. The challenge will be for the
BI/Analytics consultant to set up straw-man
experiments using predictive models that look
20. at the possibilities in advance and obtain
agreement on the range of outcomes. Then
compare these to a cost table. Again, likely
the 3-year return will show clearly.
The question is, how does one monetize
some aspects of performance that need to be
considered, such as clinician coverage or
process redesign? Again, careful
experimentation is called for. As part of the
experiment, one will first need to flowchart,
measure the value and stream map the
processes involved, looking carefully at the
time
needed for performing tasks(resource consumption),
timing of tasks and the time
wasted between tasks. This gives a
comparison baseline to see if any clinical
changes(
such as length of stay), result from
processes of coverage change. And what
changes
are likely to be related to improvements in
healthcare user condition?
Working with clinical informaticists can lead
to much richer experimentation and
analysis, such as investigation of particular
clinical factors, interventions, processes,
outcomes, etc. related to operational aspects(
such as unit coverage, timing of shifts,
availability of supplies,etc.,).
If there are no clinical informaticists in your
organization to work with you will have to
develop some organizational capacity that
21. incorporates the thinking of this discipline into
your analytics work. Unfortunately, the path
for doing this is beyond the scope of this
course.
Measuring Performance Gains
If significance was found in fewer SL 1P
cases after opening the urgent care center,
one
adjusts processes to ensure more SL 1P
cases go to the urgent care center(which
could
be monetized and studied and might lead to
staffing the ED differently). The new ED
staffing might be focused on fewer RNs but
may require RNs with greater experience
and competency to handle the now higher
severity mix. The cost for RN labor could
be
measured, as it should be. And since one
performed value stream mapping prior to
making changes, it could be conducted again
to measure performance gains in task
time(cost). All of these would be looked at
in relation to ED practice information that is
available on throughout and outcome
improvements.
The key here is engaging advance planning
of experiments to include process and value
stream mapping, with input from staff,
conducting the experiment and analyzing
significance. Improvements of significance-those
that can be scaled up-can be taken to
22. the bank. Use of all analytic types ensures
that one’s experiment covers all the
questions discussed.
Conclusion