1) The document discusses systems thinking, an approach that views problems as parts of interconnected systems rather than isolated issues, and how it can benefit librarians.
2) It identifies behaviors of systems thinkers like seeing interactions rather than blaming parts, and opportunities it provides like improved problem solving and partnerships.
3) Barriers to systems thinking are discussed like short-term thinking, but tools provided include the "five whys" root cause analysis technique.
Career Tools for Students to Start Exploring Their FutureIllinois workNet
Illinosi workNet provided this session for the Toolkit Workshop Day for K-12 School Counselors and Coaches for Chicago Public Schools. The session focused on tools and resources that counselors can use in the classroom or in group lessons. These tools from Illinois workNet will focus on how students can start exploring their skills, interests, and career options.
John SanGiovanni - Transitioning and Implementing the Common Core State Stand...DreamBox Learning
Transitioning to the Common Core Standards requires teachers to use new methods that emphasize a conceptual understanding of Math. In this month’s Blended Learning webinar, presenter John SanGiovanni discussed best practices for implementing these methods. John shared a case study from Howard County Schools where administrators created an implementation plan that included a feedback and support system, as well as a portal of online tools for educators and administrators. Watch the webinar to find out more.
Career Tools for Students to Start Exploring Their FutureIllinois workNet
Illinosi workNet provided this session for the Toolkit Workshop Day for K-12 School Counselors and Coaches for Chicago Public Schools. The session focused on tools and resources that counselors can use in the classroom or in group lessons. These tools from Illinois workNet will focus on how students can start exploring their skills, interests, and career options.
John SanGiovanni - Transitioning and Implementing the Common Core State Stand...DreamBox Learning
Transitioning to the Common Core Standards requires teachers to use new methods that emphasize a conceptual understanding of Math. In this month’s Blended Learning webinar, presenter John SanGiovanni discussed best practices for implementing these methods. John shared a case study from Howard County Schools where administrators created an implementation plan that included a feedback and support system, as well as a portal of online tools for educators and administrators. Watch the webinar to find out more.
101 Business Insights is the first business networking site that rewards members for their time and input. As a member you get real, asset-backed rewards for commenting, posting or even simply hanging out at the site. It’s our way of thanking you for engaging with and growing the network, and for being part of the most vibrant business community on the net.
Presentation at Open Day on Enterprise-Architecture and Systems-Thinking, London, 21 October 2104, for SCiO (Systems and Cybernetics in Organisations) http://scio.org.uk/
This used my development-work on the Enterprise Canvas framework as a worked-example of how we might create tools to bridge the gaps between enterprise-architecture and systems-thinking, in support of organisations' needs.
(This slidedeck also provides a useful overview and primer for Enterprise Canvas itself.)
Slides for "Intro to Systems Thinking" workshop. Session details and resources available here: http://pwoessner.wikispaces.com/Introduction+to+Systems+Thinking
Anticipating the future with the whole system, co creating new structures for...Tonnie Van Der Zouwen
A presentation for a two day training workshop, about working on important issues with the whole system of stakeholders. Connecting theory from the Logic of Feeling and Theory U to practice in large scale intervention (LSI) processes.
The principles of LSI can be very well connected to the four stages of development as shown by Otto Scharmer in his Theory U.
My degree is an EDD in Performance Improvement LeadershipSyste.docxgriffinruthie22
My degree is an EDD in Performance Improvement Leadership
Systems Thinking and Problems of Practice
Evidence-Based Practice
One of the design concepts attributed to successful EdD programs is the scholarly practitioner, which The Carnegie Project on the Education Doctorate (n.d.) defines as practitioners who:
Blend practical wisdom with professional skills and knowledge to name, frame, and solve problems of practice. They use practical research and applied theories as tools for change because they understand the importance of equity and social justice. They disseminate their work in multiple ways, and they have an obligation to resolve problems of practice by collaborating with key stakeholders, including the university, the educational institution, the community, and individuals. (Design-Concepts Upon Which to Build Programs section)As you move toward the final weeks of our course, a high priority for all who lead learning is the application of systems thinking as you identify a problem of practice relevant to your organization.
As noted by Dirkx (2006):
The demand for evidence-based research (EBR) in education has evoked considerable debate regarding the nature of knowledge practitioners hold, how they come to know, and the sociopolitical contexts in which that knowledge is generated. Proponents of EBR such as Michael Feuer stress the need for research that validly identifies solutions to important problems of educational practice. Critics such as Elizabeth St. Pierre decry such approaches to research on practice as epistemologically inappropriate and oblivious to their political and moral implications. Both positions illuminate important dimensions of improving practice, but what works seems to get lost in the rhetoric. In this article, the author suggests that we in adult education take seriously the question of what works in practice by developing a knowledge base grounded in research methods and strategies that give voice to the particularities of practice contexts, what he refers to as the "insider perspective." (p. 273)
As you proceed through your EdD program, you will be required to identify a problem of practice, not simply an isolated problem in your organization, but instead a problem of practice that is clearly supported in the professional literature. Note that such problems were most likely identified as you developed the Literature Review assignment—all work of doctoral scholars must be firmly corroborated in the literature and research relevant to your organization’s problems of practice.
As you work to identify a problem of practice in your organization, please note the imperative to apply systems thinking. As noted by Senge, Cambron-McCabe, Lucas, Smith, Dutton, and Kleiner (2012):
Systems thinking is the ability to understand (and sometimes to predict) interactions and relationship in complex, dynamic systems—the kinds of systems we are surrounded by and embedded in. Some of the systems already under study in clas.
httpnvs.sagepub.comNonprofit and Voluntary Sector Quarte.docxadampcarr67227
http://nvs.sagepub.com/
Nonprofit and Voluntary Sector Quarterly
http://nvs.sagepub.com/content/32/4/521
The online version of this article can be found at:
DOI: 10.1177/0899764003257463
2003 32: 521Nonprofit and Voluntary Sector Quarterly
Judith L. Miller-Millesen
Understanding the Behavior of Nonprofit Boards of Directors: A Theory-Based Approach
Published by:
http://www.sagepublications.com
On behalf of:
Association for Research on Nonprofit Organizations and Voluntary Action
can be found at:Nonprofit and Voluntary Sector QuarterlyAdditional services and information for
http://nvs.sagepub.com/cgi/alertsEmail Alerts:
http://nvs.sagepub.com/subscriptionsSubscriptions:
http://www.sagepub.com/journalsReprints.navReprints:
http://www.sagepub.com/journalsPermissions.navPermissions:
http://nvs.sagepub.com/content/32/4/521.refs.htmlCitations:
What is This?
- Dec 1, 2003Version of Record >>
by guest on September 7, 2014nvs.sagepub.comDownloaded from by guest on September 7, 2014nvs.sagepub.comDownloaded from
10.1177/0899764003257463 ARTICLEUnderstanding Nonprofit Boards of DirectorsMiller-Millesen
Understanding the Behavior of Nonprofit
Boards of Directors: A Theory-Based Approach
Judith L. Miller-Millesen
Ohio University
The literature on nonprofit boards of directors is rich with prescriptive advice about the
kinds of activities that should occupy the board’s time and attention. Using organiza-
tional theory that has dominated the empirical investigation of private sector board
behavior (agency, resource dependence, and institutional), this article contributes to the
literature on nonprofit board governance in three important ways. First, it provides a
link between theory and practice by identifying the theoretical assumptions that have
served as the foundation for the “best practice” literature. Second, the article presents a
theory-based framework of board behavior that identifies the environmental conditions
and board/organizational considerations that are likely to affect board behavior. And
finally, it offers a set of hypotheses that can be used in future empirical investigations that
seeks to understand the conditions under which a nonprofit board might assume certain
roles and responsibilities over others.
Keywords: nonprofit governance, boards of directors, organization theory
In a recent comprehensive review of the literature on nonprofit governance,
Ostrower & Stone (2001, p. 1) argued that there are “major gaps in our theoreti-
cal and empirical knowledge” regarding nonprofit boards of directors. The
authors acknowledged a small but growing body of research suggesting an
increase in scholarly attention to and interest in “understanding rather than
describing” board governance. However, they concluded that future research
must address the contextual and contingent elements of governance and
make explicit the implications of these considerations. I address this gap in the
literatu.
This presentation was provided by October Ivins of Ivins eContent Solutions during the NISO update of the ALA Midwinter Conference, held from June 23rd to June 26th, 2009.
101 Business Insights is the first business networking site that rewards members for their time and input. As a member you get real, asset-backed rewards for commenting, posting or even simply hanging out at the site. It’s our way of thanking you for engaging with and growing the network, and for being part of the most vibrant business community on the net.
Presentation at Open Day on Enterprise-Architecture and Systems-Thinking, London, 21 October 2104, for SCiO (Systems and Cybernetics in Organisations) http://scio.org.uk/
This used my development-work on the Enterprise Canvas framework as a worked-example of how we might create tools to bridge the gaps between enterprise-architecture and systems-thinking, in support of organisations' needs.
(This slidedeck also provides a useful overview and primer for Enterprise Canvas itself.)
Slides for "Intro to Systems Thinking" workshop. Session details and resources available here: http://pwoessner.wikispaces.com/Introduction+to+Systems+Thinking
Anticipating the future with the whole system, co creating new structures for...Tonnie Van Der Zouwen
A presentation for a two day training workshop, about working on important issues with the whole system of stakeholders. Connecting theory from the Logic of Feeling and Theory U to practice in large scale intervention (LSI) processes.
The principles of LSI can be very well connected to the four stages of development as shown by Otto Scharmer in his Theory U.
My degree is an EDD in Performance Improvement LeadershipSyste.docxgriffinruthie22
My degree is an EDD in Performance Improvement Leadership
Systems Thinking and Problems of Practice
Evidence-Based Practice
One of the design concepts attributed to successful EdD programs is the scholarly practitioner, which The Carnegie Project on the Education Doctorate (n.d.) defines as practitioners who:
Blend practical wisdom with professional skills and knowledge to name, frame, and solve problems of practice. They use practical research and applied theories as tools for change because they understand the importance of equity and social justice. They disseminate their work in multiple ways, and they have an obligation to resolve problems of practice by collaborating with key stakeholders, including the university, the educational institution, the community, and individuals. (Design-Concepts Upon Which to Build Programs section)As you move toward the final weeks of our course, a high priority for all who lead learning is the application of systems thinking as you identify a problem of practice relevant to your organization.
As noted by Dirkx (2006):
The demand for evidence-based research (EBR) in education has evoked considerable debate regarding the nature of knowledge practitioners hold, how they come to know, and the sociopolitical contexts in which that knowledge is generated. Proponents of EBR such as Michael Feuer stress the need for research that validly identifies solutions to important problems of educational practice. Critics such as Elizabeth St. Pierre decry such approaches to research on practice as epistemologically inappropriate and oblivious to their political and moral implications. Both positions illuminate important dimensions of improving practice, but what works seems to get lost in the rhetoric. In this article, the author suggests that we in adult education take seriously the question of what works in practice by developing a knowledge base grounded in research methods and strategies that give voice to the particularities of practice contexts, what he refers to as the "insider perspective." (p. 273)
As you proceed through your EdD program, you will be required to identify a problem of practice, not simply an isolated problem in your organization, but instead a problem of practice that is clearly supported in the professional literature. Note that such problems were most likely identified as you developed the Literature Review assignment—all work of doctoral scholars must be firmly corroborated in the literature and research relevant to your organization’s problems of practice.
As you work to identify a problem of practice in your organization, please note the imperative to apply systems thinking. As noted by Senge, Cambron-McCabe, Lucas, Smith, Dutton, and Kleiner (2012):
Systems thinking is the ability to understand (and sometimes to predict) interactions and relationship in complex, dynamic systems—the kinds of systems we are surrounded by and embedded in. Some of the systems already under study in clas.
httpnvs.sagepub.comNonprofit and Voluntary Sector Quarte.docxadampcarr67227
http://nvs.sagepub.com/
Nonprofit and Voluntary Sector Quarterly
http://nvs.sagepub.com/content/32/4/521
The online version of this article can be found at:
DOI: 10.1177/0899764003257463
2003 32: 521Nonprofit and Voluntary Sector Quarterly
Judith L. Miller-Millesen
Understanding the Behavior of Nonprofit Boards of Directors: A Theory-Based Approach
Published by:
http://www.sagepublications.com
On behalf of:
Association for Research on Nonprofit Organizations and Voluntary Action
can be found at:Nonprofit and Voluntary Sector QuarterlyAdditional services and information for
http://nvs.sagepub.com/cgi/alertsEmail Alerts:
http://nvs.sagepub.com/subscriptionsSubscriptions:
http://www.sagepub.com/journalsReprints.navReprints:
http://www.sagepub.com/journalsPermissions.navPermissions:
http://nvs.sagepub.com/content/32/4/521.refs.htmlCitations:
What is This?
- Dec 1, 2003Version of Record >>
by guest on September 7, 2014nvs.sagepub.comDownloaded from by guest on September 7, 2014nvs.sagepub.comDownloaded from
10.1177/0899764003257463 ARTICLEUnderstanding Nonprofit Boards of DirectorsMiller-Millesen
Understanding the Behavior of Nonprofit
Boards of Directors: A Theory-Based Approach
Judith L. Miller-Millesen
Ohio University
The literature on nonprofit boards of directors is rich with prescriptive advice about the
kinds of activities that should occupy the board’s time and attention. Using organiza-
tional theory that has dominated the empirical investigation of private sector board
behavior (agency, resource dependence, and institutional), this article contributes to the
literature on nonprofit board governance in three important ways. First, it provides a
link between theory and practice by identifying the theoretical assumptions that have
served as the foundation for the “best practice” literature. Second, the article presents a
theory-based framework of board behavior that identifies the environmental conditions
and board/organizational considerations that are likely to affect board behavior. And
finally, it offers a set of hypotheses that can be used in future empirical investigations that
seeks to understand the conditions under which a nonprofit board might assume certain
roles and responsibilities over others.
Keywords: nonprofit governance, boards of directors, organization theory
In a recent comprehensive review of the literature on nonprofit governance,
Ostrower & Stone (2001, p. 1) argued that there are “major gaps in our theoreti-
cal and empirical knowledge” regarding nonprofit boards of directors. The
authors acknowledged a small but growing body of research suggesting an
increase in scholarly attention to and interest in “understanding rather than
describing” board governance. However, they concluded that future research
must address the contextual and contingent elements of governance and
make explicit the implications of these considerations. I address this gap in the
literatu.
This presentation was provided by October Ivins of Ivins eContent Solutions during the NISO update of the ALA Midwinter Conference, held from June 23rd to June 26th, 2009.
ITS 832Chapter 5From Building a Model to Adaptive Robust.docxdonnajames55
ITS 832
Chapter 5
From Building a Model to Adaptive Robust
Decision Making Using Systems Modeling
Information Technology in a Global Economy
Professor Michael Solomon
Introduction
• Systems modeling
• Focus on decision making abilities
• Legacy System Dynamics (SD) modeling
• Recent innovations
• What the future holds
• Examples
Systems modeling
• Dynamic complexity
• Behavior evolves over time
• Modeling methods
• System Dynamics (CD)
• Discrete Event Simulation (DES)
• Multi-actor Systems Modeling (MAS)
• Agent-based Modeling (ABM)
• Complex Adaptive Systems Modeling (CAS)
• Enhanced computing supports model based decision making
• Modeling and simulation has become interdisciplinary
• Operation research, policy analysis, data analytics, machine learning,
computer science
Legacy System Dynamics Modeling
• 1950s – Jay W. Forrester
• Primary characteristics
• Feedback effects – dependent on their own past
• Accumulation effects – building up intangibles
• Behavior of a system is explained
• Casual theory – model generates dynamic behavior
• Works well when
• Complex system responds to feedback and accumulation
Recent Innovations
• Detailed list of individual innovations
• Deep uncertainty
• Analysts do not know or cannot agree on
• Model
• Probability distributions of key features
• Value of alternative outcomes
• Two primary evolutions
• Smarter methods (Data Science)
• Usability/accessibility advances
What the Future Holds
• Better models
• More data (“Big Data”)
• Social media
• Advanced capabilities for
• Hybrid modeling
• Simultaneous modeling
Modeling and Simulation
Examples
• Assessing the Risk, and Monitoring, of New Infectious
Diseases
• Simple systems model with deep uncertainty
• Integrated Risk-Capability Analysis Under Deep
Uncertainty
• System-of-systems approach
• Policing Under Deep Uncertainty
• Smart model-based decision support system
Summary
• Modeling has long been used with complex systems
• Recent evolutions have advanced modeling
• Increase computing power
• Social media and Big data
• Sophisticated analytics
• Multi-method and hybrid approaches are now feasible
• Continued move into interdisciplinary study
• Advanced modeling for complex systems
ANSWER TO THIS TWO STUDENTS.
Jacqueline Kash
9/26/19, 12:06 AM
Top of Form
· What characteristics of effective written communication lead to quality psychology research writing? Why?
Choosing the words that will help people to stay interested in what is being writing. The way your wright the paper that people are reading can also help for people to stay more interest. Like writing a long sentence and then a short sentences can make it easier for people to stay more interested.(Beins & Beins, 2012, p.81) Something that can help the way to keep readers interested is to help your reader to know how to read the part of the paper this helps them to know how to put together that part of the paper with the rest. W.
Introduction tothe Field ofOrganizational BehaviorChapte.docxmariuse18nolet
Introduction to
the Field of
Organizational Behavior
Chapter 1
1
OB Foundations
Distinct field around the 1940s
OB concepts discussed for more than 2,000 years
Some pivotal scholars before OB formed include:
Max Weber
Frederick Winslow Taylor
Elton Mayo
Chester Barnard
Mary Parker Follett
Chester Barnard
1-2
2
Why Study OB?
Satisfy the need to understand and predict behavior
Helps us to test personal theories
Influence behavior – get things done
OB improves an organization’s financial health
OB is for everyone (not just management)
1-3
3
Old Perspective of
Organizational Effectiveness
Goal oriented -- Effective firms achieve their stated objectives
No longer accepted as indicator of org effectiveness
Could set easy goals
Some goals too abstract to evaluate
Company might achieve wrong goals
1-4
4
Four Perspectives of Organizational Effectiveness
Stakeholder Perspective
High-Performance WP Perspective
Organizational Learning Perspective
Open Systems Perspective
NOTE: Need to consider all four perspectives when assessing a company’s effectiveness
1-5
5
Feedback
Feedback
Feedback
Feedback
Environment
1-6
Open Systems Perspective
6
Open Systems Perspective
Organizations are complex systems that “live” within (and depend upon) the external environment
Effective organizations
Maintain a close “fit” with changing conditions
Transform inputs to outputs efficiently and flexibly
Open systems perspective lays the foundation for the other three perspectives of organizational effectiveness
1-7
7
An organization’s capacity to acquire, share, use, and store valuable knowledge
Need to consider both stock and flow of knowledge
Stock: intellectual capital
Flow: org learning processes of acquisition, sharing, and use
1-8
Organizational Learning Perspective
8
Intellectual Capital
Relationship Capital
Value derived from satisfied customers, reliable suppliers, etc.
Structural Capital
Knowledge captured in systems and structures
Human
Capital
Knowledge that people possess and generate
1-9
9
Organizational Learning Processes
Applying knowledge to organizational processes in ways that improves the organization’s effectiveness
Distributing knowledge throughout the organization
Extracting information and ideas from its environment as well as through insight
KNOWLEDGE
ACQUISITION
KNOWLEDGE
SHARING
KNOWLEDGE
USE
Examples in practice
Hiring skilled staff
Posting case studies on intranet
Giving staff freedom to try out ideas
1-10
10
Organizational Memory
The storage and preservation of intellectual capital
Retain intellectual capital by:
Keeping knowledgeable employees
Transferring knowledge to others
Transferring human capital to structural capital
Successful companies also unlearn
1-11
11
High Performance Work Practices are internal systems and structures that are associated with successful companies
Employees are competitive advantage
Value of employees increased through specific practices.
Maximum bene.
Taking evidence-based professional learning conversations online: Implicatio...mddhani
Presented in one of the parallel sessions during the 15th International Conference on Education 2010 at Universiti Brunei Darussalam.
Presenter/courtesy of Michael Moroney, Lecturer, Universiti Brunei Darussalam.
Presented in one of the parallel sessions during the 15th International Conference on Education 2010 at Universiti Brunei Darussalam.
Presenter/courtesy of Michael Moroney, Lecturer, Universiti Brunei Darussalam.
Chapter 4Systems and Critical Approaches to Organizational Co.docxrobertad6
Chapter 4:
Systems and Critical Approaches to Organizational Communication
Introduction
Consideration of the organismic metaphor
Understanding organizations from a systems perspective
Use a radical frame of reference to look at how critical approaches view organizations as sites of domination
Systems Approaches
Systems approaches take a more macro view of organizations, emphasizing the permeable nature of organizational boundaries
Systems approaches to understanding organizations use this general idea to examine the component parts of an organization and how they work together to keep an organization “alive”
General Systems Theory
Ludwig von Bertalanffy suggested systems concepts for a variety of disciplines
“Novel developments” include:
Hierarchical order
Entropy
Control mechanisms
Open systems
http://isss.org/conferences/madison2008/20080714_1130_ISSS_Drack.pdf
4
Cybernetics
Norbert Wiener’s contribution, from the Greek word for “steersman”
Control and communication theory that examines both machine and animal
Especially important to studying
organizational communication:
System goals
Feedback
Entropy
Gestalt (nonsummativity)
The Process of Organizing
Karl Weick’s definition of organizations includes:
Equivocality
Interdependence
In his book Making Sense of the Organization (2001) Weick states that he views “organizations as collections of people trying to make sense of what is happening around them” (p. 5)
Chaos and Complexity Theories
Used in mathematics to help explain random occurrences
Represents the collapse of order in the status quo
Chaotic behavior can appear random but can be defined mathematically
Complexity theory suggests nature is incredibly complex but is a result of underlying simplicity
The Organization as a System
The component parts and environment of a system interact in a way that can be studied and understood
Parts are interdependent or naturally reliant on one another
Inputs: incoming information
Throughputs: assimilation of that information
Outputs: end results of throughput decisions
Critical Thinking Questions – Systems Characteristics
In what ways do you use feedback to make changes in your life?
Does the quality of input affect the quality of the output in an organizational system?
Organizational System Characteristics
General terms of systems properties include:
Holism: system is more than just the sum of its parts
Nonsummative: results are more than simply adding together each piece
Equifinality: reaching the same final state from differing initial conditions; variety of paths
Entropy: process of degeneration
Typical of closed systems
Negative entropy: flow of information from external environment; leads to growth and sustainability
Typical of open systems
Subsystems and Suprasystems
Departments in an organization need to be aware of what is happening in other departments
There are 10 common characteristics of open systems highlighted by Katz and Kahn (1978)
Feedback: re.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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.
Home assignment II on Spectroscopy 2024 Answers.pdf
Sask LA Syst Think
1. Systems Thinking for Librarians: An introductory discussion May 1, 2009 Lorri Zipperer, Cybrarian, ZPM Instructor Saskatchewan Libraries Conference, Saskatoon SK April 20-May 2, 2009
7. Linear vs Systems Thinking Ollhoff J, Walcheski M. Making the jump to systems thinking. The Systems Thinker. June/July 2006;17(5):9-11 Try to identify patterns Are concerned with assigning blame Are concerned with the underlying dynamics Try and fix the symptoms Are concerned with process Are concerned with content Are concerned with the whole Break things into component pieces Systems Thinkers Linear Thinkers
8. Linear vs Systems Thinking, cont’d Ollhoff J, Walcheski M. Making the jump to systems thinking. The Systems Thinker. June/July 2006;17(5):9-11 Believe organizations are unpredictable in a chaotic environment Believe organizations are predicable and orderly Care about content but are more attentive to interactions and patterns of communications Care only about the content of communication Try to find patterns amid the chaos Try to control chaos to create order Systems Thinkers Linear Thinkers
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15. The Five Whys Time Place Root Object Subject Objective Why? Why? Why? Cause Why? Why? www.burton.co.uk/cit/images/cit02.gif
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Editor's Notes
Name, where I work, how long we’ve been doing Syst Thnkng, point that it has aided me in strat. Do just a short intro. / genesis of the interest and effort Mention sara and rebecca Mention patient safety and follow up presentation at 11am in this room. State this is a complex issue and difficult to cover in a short amount of time. The goals are to peak your interest point you toward a few reference and generate dialogue and thinking on the concept.
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