The document discusses career changes and how to effectively manage change in the workplace. It notes that the average person today experiences 5-7 career changes due to various reasons like job dissatisfaction, redundancy, or realigning values. When major life changes occur like career changes, it can cause stress and potential health issues depending on how well one adapts to change. The document provides tips for leaders to effectively manage change in the workplace such as setting expectations that change is inevitable, understanding how changes will affect employees, communicating changes sincerely, embracing that people progress through stages when adapting to change, and addressing any undermining behaviors. It emphasizes the importance of communication, empathy, and allowing people time to adjust to changes.
The document provides guidance on managing stress through various techniques. It suggests paying attention to stress signals in the body, assessing stress levels, and identifying sources of stress. It then offers strategies for managing stress such as deep breathing, exercise, social support, positive thinking, relaxation, sleep, humor, and forgiveness. The document emphasizes focusing on what can be controlled, adapting a positive tone, and engaging in activities that promote well-being and joy.
The document provides 13 strategies for eliminating toxic emotional negativity (TEN) from the workplace. Some of the key strategies discussed include:
1) Recognizing that TEN stems from inner pain and changing negative self-talk can help address it.
2) Appealing to employees' self-interest by highlighting how reducing TEN can benefit them personally and professionally.
3) Being clear about how values like integrity translate to behavioral expectations, such as avoiding gossip.
The document argues that addressing TEN can improve workplace culture, productivity, and employee well-being.
Wharton professor Katherine Milkman says moments when you wipe the slate clean can help you meet your goals. And watch the video “How the Fresh-Start Effect Creates a Clean Slate”: http://strat.bz/WPqWNvF
The document discusses ways to avoid and prevent job burnout. It identifies warning signs of burnout like feelings of frustration and lack of motivation. It describes common stages of burnout from initial high energy to full exhaustion. Occupations most at risk include helping professionals, those under tight schedules or deadlines, and socially criticized roles. Suggested strategies to prevent burnout involve finding meaning in work, developing social support, building skills, managing stress, and gaining a sense of control over your work.
The document discusses various methods for coping with stress and simplifying one's life, including relaxation techniques like meditation, exercise, music, and massage. It also covers building self-esteem to help cope with stress, identifying signs of low self-esteem, and how low self-esteem can increase stress levels by causing negative self-talk and a constant need for approval. The document provides tips for improving self-esteem to better manage stress.
Stress & Burnout Presentation April 2014Emma Hamel
A stress and burnout presentation which gives the signs of both and tools to deal with each. For more information contact Emma on emma@time2beme.co.za.
This document provides a 10-point "De-Stress Kit" for coping with stress during changing times. It suggests practices like communicating with others, reopening your heart through kindness, practicing gratitude, reducing drama, managing news consumption, prayer/meditation, heart-focused breathing, sleep, exercise, and reducing comparisons to the past. The overall message is that implementing simple stress-reducing activities can help offset stress, restore emotional balance, and increase one's ability to cope effectively during challenging periods.
This document discusses managing stress in the workplace. It begins by explaining that stress has evolutionary origins in the fight or flight response but can become detrimental without effective management. There are many causes of stress, including unmet basic needs, organizational factors like workload and relationships, and personal life changes. Stress impacts health through physical and emotional symptoms. The document then provides strategies for reducing stress through self-care, time management, emotional intelligence, exercise, diet, sleep, relaxation and balancing responsibilities. It aims to help readers understand and mitigate workplace stress.
The document provides guidance on managing stress through various techniques. It suggests paying attention to stress signals in the body, assessing stress levels, and identifying sources of stress. It then offers strategies for managing stress such as deep breathing, exercise, social support, positive thinking, relaxation, sleep, humor, and forgiveness. The document emphasizes focusing on what can be controlled, adapting a positive tone, and engaging in activities that promote well-being and joy.
The document provides 13 strategies for eliminating toxic emotional negativity (TEN) from the workplace. Some of the key strategies discussed include:
1) Recognizing that TEN stems from inner pain and changing negative self-talk can help address it.
2) Appealing to employees' self-interest by highlighting how reducing TEN can benefit them personally and professionally.
3) Being clear about how values like integrity translate to behavioral expectations, such as avoiding gossip.
The document argues that addressing TEN can improve workplace culture, productivity, and employee well-being.
Wharton professor Katherine Milkman says moments when you wipe the slate clean can help you meet your goals. And watch the video “How the Fresh-Start Effect Creates a Clean Slate”: http://strat.bz/WPqWNvF
The document discusses ways to avoid and prevent job burnout. It identifies warning signs of burnout like feelings of frustration and lack of motivation. It describes common stages of burnout from initial high energy to full exhaustion. Occupations most at risk include helping professionals, those under tight schedules or deadlines, and socially criticized roles. Suggested strategies to prevent burnout involve finding meaning in work, developing social support, building skills, managing stress, and gaining a sense of control over your work.
The document discusses various methods for coping with stress and simplifying one's life, including relaxation techniques like meditation, exercise, music, and massage. It also covers building self-esteem to help cope with stress, identifying signs of low self-esteem, and how low self-esteem can increase stress levels by causing negative self-talk and a constant need for approval. The document provides tips for improving self-esteem to better manage stress.
Stress & Burnout Presentation April 2014Emma Hamel
A stress and burnout presentation which gives the signs of both and tools to deal with each. For more information contact Emma on emma@time2beme.co.za.
This document provides a 10-point "De-Stress Kit" for coping with stress during changing times. It suggests practices like communicating with others, reopening your heart through kindness, practicing gratitude, reducing drama, managing news consumption, prayer/meditation, heart-focused breathing, sleep, exercise, and reducing comparisons to the past. The overall message is that implementing simple stress-reducing activities can help offset stress, restore emotional balance, and increase one's ability to cope effectively during challenging periods.
This document discusses managing stress in the workplace. It begins by explaining that stress has evolutionary origins in the fight or flight response but can become detrimental without effective management. There are many causes of stress, including unmet basic needs, organizational factors like workload and relationships, and personal life changes. Stress impacts health through physical and emotional symptoms. The document then provides strategies for reducing stress through self-care, time management, emotional intelligence, exercise, diet, sleep, relaxation and balancing responsibilities. It aims to help readers understand and mitigate workplace stress.
The document provides tips for improving focus, including clearing distractions, chunking large projects, setting time limits, and rewarding yourself for completing tasks. It discusses that difficulty focusing may stem from restlessness, fatigue, overwhelm, boredom, pressure, distractions, or a wandering mind. While the author sees themselves as a multitasker, research suggests focusing on one task at a time is more productive. The author experiments applying focus techniques to completing their book within a deadline.
The document discusses various sources of workplace stress and provides 10 tips for managing stress. Some common sources of stress mentioned include unrealistic goals, job losses, relocations, losing coworkers, and bad bosses. The 10 tips provided to help reduce overall stress include maintaining a sense of personal power, practicing effective communication, developing good working relationships, choosing the right job, being flexible, managing anger, having realistic expectations, adjusting one's attitude, tying up loose ends, and taking time to revive.
Each month I present to the City of Cape Town offices. The topic is Stress & Burnout. Most of us struggle with this on some level during our lives and this presentation calls it for what it is, as well as giving ways to reduce the impact of stress. www.time2beme.co.za.
3305 Final Project Paper – Staffing Research PaperPayge Fehr
This document discusses training in the workplace. It addresses several common issues with employee training, including employees viewing training as boring or tedious. It also discusses attitudes among employees during training and resistance to change from longer-tenured employees. The document provides recommendations for addressing these issues, such as keeping employees motivated during training, communicating changes clearly, and ensuring employees can apply their new knowledge. It emphasizes the importance of communication throughout the training process to improve attitudes and reduce resistance to changes in processes or technology.
The document describes Dale Emery's model of managing change based on Virginia Satir's change model. It outlines the four stages of change: Late Status Quo, Chaos, Practice and Integration, and New Status Quo. In Chaos, one experiences stress and confusion after a disruption challenges assumptions. Through creativity, one develops a "Transforming Idea" to make sense of the change. During Practice and Integration, one learns new skills until a New Status Quo is reached with a new set of assumptions. The document provides examples and offers suggestions for effectively navigating each stage of change.
This document discusses enhancing motivation for recovery. It defines motivation and explores its multidimensional nature. Motivation involves recognizing the need for change, identifying benefits, addressing drawbacks, and creating and implementing a plan. Types of motivation include mental, emotional, environmental, physical, social, and occupational factors. The stages of change model outlines precontemplation, contemplation, preparation, action, and maintenance. Developing and maintaining motivation requires understanding an individual's specific situation and balancing the factors influencing their motivation.
This document summarizes an interview between Eona John and Kelly Lennon-Martucci, the Director of School Based Mental Health Clinics for Henry Street Settlement, about stress.
Lennon-Martucci defines stress as a reaction to an event or recurring situation that causes physiological responses in the body. She notes there are two types of stress - helpful stress which improves performance, and unhelpful stress which depletes the body over time.
When asked about managing stress, Lennon-Martucci recommends finding a physical release through activities like yoga, exercise, or art. She also emphasizes changing negative thought patterns to be more positive. Relieving stress is important for physical and mental health
The document discusses burnout among college teachers. It defines burnout as a state of physical and emotional exhaustion brought on by prolonged stress. It notes that 25-60% of physicians experience burnout. Burnout is caused by work-related stressors like unclear job requirements, impossible workloads, lack of recognition, and poor leadership as well as lifestyle and psychological factors. Symptoms include depleted energy, emotional exhaustion, poorer health, and pessimism. The document recommends assessing sources of stress and making lifestyle changes to manage burnout.
Emotional Intelligence 2.0 , a self-help book by Travis Bradberry and Jean Greaves, provides a toolkit and guide for readers to increase their emotional intelligence (EQ), which the writers say can be a benefit in business and personal relationships.
The document discusses stress management and emotional intelligence. It notes that stress can be harmful if it is not properly managed, leading to issues like increased sickness absence and costs for organizations. However, stress does not always have to be harmful. The document explores how developing emotional intelligence skills like self-awareness, self-management, social awareness, and relationship management can help people reap the benefits of stress without suffering harm by changing their perception of stress. This allows stress to drive performance rather than cause exhaustion or illness.
Why Executives Change | Coach Monte WyattMonte Wyatt
There are also many coaches and psychologists who say wholesale change for most people is virtually impossible, as most of the emotional and behavioral patterns are established early in our lives, and self-reinforced over time.
Feedback Models Handout-3 from Dream Team Webinarguestbc85d0
The document provides two models for constructively providing feedback:
1. The CARE formula for structuring feedback messages, which includes the Context, Action, Result, and Esteem of the situation, as well as exploring how to improve for the future when giving development feedback.
2. The REM model for handling others' anger, which includes reflectively listening without judgment, expressing empathy to acknowledge feelings, and then moving the discussion on to constructive issues and positive planning for the future.
The models provide guidance on structuring feedback messages, addressing emotional reactions, and focusing discussions on solutions rather than past problems.
The document discusses stress management and provides information on identifying sources of stress, making choices to control stress, and practicing relaxation techniques. It notes that some people can handle stress better than others due to factors like age, health, income, and previous experiences. The document also contains exercises for students to apply the stress management concepts by identifying sources of stress in their own lives and schedules, and using math problems to think about stress levels.
Workplace burnout is a syndrome of emotional exhaustion, feelings of reduced personal accomplishment, and cynicism related to one's job. It can be caused by excessive job demands, role ambiguity or conflict, lack of resources or social support, and personality traits like perfectionism. Signs include physical exhaustion, frequent illness, detachment, loss of motivation, and negative outlook. Severe burnout is characterized by inability to get up in the morning due to exhaustion, excessive workload preventing recovery, cynicism where the job seems meaningless, and emotional drain from intense work without replacement of drained resources. Preventing burnout requires reducing stressors, increasing support, setting boundaries, and practicing self-care.
This summary provides an overview of the key points about the book "The One Minute Manager" by Kenneth Blanchard and Spencer Johnson:
- The book tells the story of a young man who is seeking an efficient manager to learn secrets of success from. He meets many managers but is most impressed by the "One Minute Manager" who focuses on one minute goal setting, one minute praising of employees, and one minute reprimands if needed.
- The One Minute Manager believes goals should be clear and measurable in under 250 words. Regularly taking a minute to review goals and performance is an effective management strategy.
- Praising employees immediately when they do something right, telling them what and how
This slide show is two presentations in one. The first part is about the inspirational/emotional element of learning and uses humor to reinforce the importance of creating joy in the learning environment. The second part deals with communication dynamics and the perception forces at work that can either help or hinder the relationships of the constituencies charged with providing an optimal learning climate from administration to faculty to classified staff. This session was presented by Dave Caperton for both the English-speaking Montreal School Board Administrator's conference in Montreal, QC and Allan Hancock College in Santa Maria, CA, both in summer of 2009.
Marshall Goldsmith's book discusses how successful people's past behaviors that led to success can actually prevent greater success in the future. It identifies 20 common habits that hold leaders back, such as the need to always be right and win arguments, adding too much input in meetings, and making critical comments. Goldsmith advocates getting candid feedback from colleagues and working to stop just one or two problematic behaviors, like speaking when angry, as even small changes can significantly improve how others perceive successful leaders and their ability to achieve more.
The document provides background on Marshall Goldsmith, an expert in helping leaders achieve positive behavioral change, and summarizes some of Goldsmith's perspectives from his book "Triggers" including that meaningful behavioral change is difficult, our environment shapes our behavior through triggers in unanticipated ways, and asking oneself active questions can help recognize triggers and make better behavioral choices.
This document provides tips for coaches to build rapport with new clients. It begins with definitions of rapport and an explanation of why it is important for coaches to build rapport quickly. It then lists 35 tips for building rapport, such as being authentic, empathetic, curious about the client, finding common ground, laughing together, using the client's name, and making commitments. The tips are intended to help coaches develop strong relationships and trust with clients in the first few sessions.
Sahana J Reddy is seeking a position as a personal assistant or secretary with over 5 years of experience in roles such as personal assistant to CEOs, department coordinator, and administrative positions. She has a bachelor's degree in commerce and a diploma in secretarial practice. Her experience includes managing schedules, meetings, travel, reports, and coordinating between departments. She has strong communication, organization, and computer skills.
The document provides tips for improving focus, including clearing distractions, chunking large projects, setting time limits, and rewarding yourself for completing tasks. It discusses that difficulty focusing may stem from restlessness, fatigue, overwhelm, boredom, pressure, distractions, or a wandering mind. While the author sees themselves as a multitasker, research suggests focusing on one task at a time is more productive. The author experiments applying focus techniques to completing their book within a deadline.
The document discusses various sources of workplace stress and provides 10 tips for managing stress. Some common sources of stress mentioned include unrealistic goals, job losses, relocations, losing coworkers, and bad bosses. The 10 tips provided to help reduce overall stress include maintaining a sense of personal power, practicing effective communication, developing good working relationships, choosing the right job, being flexible, managing anger, having realistic expectations, adjusting one's attitude, tying up loose ends, and taking time to revive.
Each month I present to the City of Cape Town offices. The topic is Stress & Burnout. Most of us struggle with this on some level during our lives and this presentation calls it for what it is, as well as giving ways to reduce the impact of stress. www.time2beme.co.za.
3305 Final Project Paper – Staffing Research PaperPayge Fehr
This document discusses training in the workplace. It addresses several common issues with employee training, including employees viewing training as boring or tedious. It also discusses attitudes among employees during training and resistance to change from longer-tenured employees. The document provides recommendations for addressing these issues, such as keeping employees motivated during training, communicating changes clearly, and ensuring employees can apply their new knowledge. It emphasizes the importance of communication throughout the training process to improve attitudes and reduce resistance to changes in processes or technology.
The document describes Dale Emery's model of managing change based on Virginia Satir's change model. It outlines the four stages of change: Late Status Quo, Chaos, Practice and Integration, and New Status Quo. In Chaos, one experiences stress and confusion after a disruption challenges assumptions. Through creativity, one develops a "Transforming Idea" to make sense of the change. During Practice and Integration, one learns new skills until a New Status Quo is reached with a new set of assumptions. The document provides examples and offers suggestions for effectively navigating each stage of change.
This document discusses enhancing motivation for recovery. It defines motivation and explores its multidimensional nature. Motivation involves recognizing the need for change, identifying benefits, addressing drawbacks, and creating and implementing a plan. Types of motivation include mental, emotional, environmental, physical, social, and occupational factors. The stages of change model outlines precontemplation, contemplation, preparation, action, and maintenance. Developing and maintaining motivation requires understanding an individual's specific situation and balancing the factors influencing their motivation.
This document summarizes an interview between Eona John and Kelly Lennon-Martucci, the Director of School Based Mental Health Clinics for Henry Street Settlement, about stress.
Lennon-Martucci defines stress as a reaction to an event or recurring situation that causes physiological responses in the body. She notes there are two types of stress - helpful stress which improves performance, and unhelpful stress which depletes the body over time.
When asked about managing stress, Lennon-Martucci recommends finding a physical release through activities like yoga, exercise, or art. She also emphasizes changing negative thought patterns to be more positive. Relieving stress is important for physical and mental health
The document discusses burnout among college teachers. It defines burnout as a state of physical and emotional exhaustion brought on by prolonged stress. It notes that 25-60% of physicians experience burnout. Burnout is caused by work-related stressors like unclear job requirements, impossible workloads, lack of recognition, and poor leadership as well as lifestyle and psychological factors. Symptoms include depleted energy, emotional exhaustion, poorer health, and pessimism. The document recommends assessing sources of stress and making lifestyle changes to manage burnout.
Emotional Intelligence 2.0 , a self-help book by Travis Bradberry and Jean Greaves, provides a toolkit and guide for readers to increase their emotional intelligence (EQ), which the writers say can be a benefit in business and personal relationships.
The document discusses stress management and emotional intelligence. It notes that stress can be harmful if it is not properly managed, leading to issues like increased sickness absence and costs for organizations. However, stress does not always have to be harmful. The document explores how developing emotional intelligence skills like self-awareness, self-management, social awareness, and relationship management can help people reap the benefits of stress without suffering harm by changing their perception of stress. This allows stress to drive performance rather than cause exhaustion or illness.
Why Executives Change | Coach Monte WyattMonte Wyatt
There are also many coaches and psychologists who say wholesale change for most people is virtually impossible, as most of the emotional and behavioral patterns are established early in our lives, and self-reinforced over time.
Feedback Models Handout-3 from Dream Team Webinarguestbc85d0
The document provides two models for constructively providing feedback:
1. The CARE formula for structuring feedback messages, which includes the Context, Action, Result, and Esteem of the situation, as well as exploring how to improve for the future when giving development feedback.
2. The REM model for handling others' anger, which includes reflectively listening without judgment, expressing empathy to acknowledge feelings, and then moving the discussion on to constructive issues and positive planning for the future.
The models provide guidance on structuring feedback messages, addressing emotional reactions, and focusing discussions on solutions rather than past problems.
The document discusses stress management and provides information on identifying sources of stress, making choices to control stress, and practicing relaxation techniques. It notes that some people can handle stress better than others due to factors like age, health, income, and previous experiences. The document also contains exercises for students to apply the stress management concepts by identifying sources of stress in their own lives and schedules, and using math problems to think about stress levels.
Workplace burnout is a syndrome of emotional exhaustion, feelings of reduced personal accomplishment, and cynicism related to one's job. It can be caused by excessive job demands, role ambiguity or conflict, lack of resources or social support, and personality traits like perfectionism. Signs include physical exhaustion, frequent illness, detachment, loss of motivation, and negative outlook. Severe burnout is characterized by inability to get up in the morning due to exhaustion, excessive workload preventing recovery, cynicism where the job seems meaningless, and emotional drain from intense work without replacement of drained resources. Preventing burnout requires reducing stressors, increasing support, setting boundaries, and practicing self-care.
This summary provides an overview of the key points about the book "The One Minute Manager" by Kenneth Blanchard and Spencer Johnson:
- The book tells the story of a young man who is seeking an efficient manager to learn secrets of success from. He meets many managers but is most impressed by the "One Minute Manager" who focuses on one minute goal setting, one minute praising of employees, and one minute reprimands if needed.
- The One Minute Manager believes goals should be clear and measurable in under 250 words. Regularly taking a minute to review goals and performance is an effective management strategy.
- Praising employees immediately when they do something right, telling them what and how
This slide show is two presentations in one. The first part is about the inspirational/emotional element of learning and uses humor to reinforce the importance of creating joy in the learning environment. The second part deals with communication dynamics and the perception forces at work that can either help or hinder the relationships of the constituencies charged with providing an optimal learning climate from administration to faculty to classified staff. This session was presented by Dave Caperton for both the English-speaking Montreal School Board Administrator's conference in Montreal, QC and Allan Hancock College in Santa Maria, CA, both in summer of 2009.
Marshall Goldsmith's book discusses how successful people's past behaviors that led to success can actually prevent greater success in the future. It identifies 20 common habits that hold leaders back, such as the need to always be right and win arguments, adding too much input in meetings, and making critical comments. Goldsmith advocates getting candid feedback from colleagues and working to stop just one or two problematic behaviors, like speaking when angry, as even small changes can significantly improve how others perceive successful leaders and their ability to achieve more.
The document provides background on Marshall Goldsmith, an expert in helping leaders achieve positive behavioral change, and summarizes some of Goldsmith's perspectives from his book "Triggers" including that meaningful behavioral change is difficult, our environment shapes our behavior through triggers in unanticipated ways, and asking oneself active questions can help recognize triggers and make better behavioral choices.
This document provides tips for coaches to build rapport with new clients. It begins with definitions of rapport and an explanation of why it is important for coaches to build rapport quickly. It then lists 35 tips for building rapport, such as being authentic, empathetic, curious about the client, finding common ground, laughing together, using the client's name, and making commitments. The tips are intended to help coaches develop strong relationships and trust with clients in the first few sessions.
Sahana J Reddy is seeking a position as a personal assistant or secretary with over 5 years of experience in roles such as personal assistant to CEOs, department coordinator, and administrative positions. She has a bachelor's degree in commerce and a diploma in secretarial practice. Her experience includes managing schedules, meetings, travel, reports, and coordinating between departments. She has strong communication, organization, and computer skills.
The document discusses a morning greeting in Spanish. Buenos dias is a common Spanish phrase meaning "good day" that is used as a greeting in the morning. It is a polite way to acknowledge someone and wish them a good start to their day in Spanish.
1. Atoms bond together through ionic or covalent bonding to form molecules. Ionic bonding involves the transfer of electrons between atoms, while covalent bonding involves the sharing of electrons.
2. Polar covalent bonding results in a molecule with slight positive and negative regions due to the unequal sharing of electrons. Hydrogen bonding, a weak attraction between polar molecules like water, is important for properties such as water's high boiling point and ability to dissolve many other substances.
3. The pH scale measures how many hydrogen ions (H+) and hydroxide ions (OH-) are present in a solution, indicating its acidity or alkalinity. Polarity allows water molecules to separate and surround ions, affecting
Metabolisme,fotosintesis n kemosintesissaut_siadari
Proses metabolisme sel meliputi anabolisme dan katabolisme. Anabolisme adalah proses pembentukan senyawa kompleks seperti protein dan karbohidrat melalui fotosintesis atau kemosintesis. Katabolisme adalah proses penguraian senyawa kompleks menjadi senyawa sederhana melalui respirasi atau fermentasi untuk memproduksi energi. Kedua proses ini saling terkait dan dipengaruhi oleh enzim.
Monitoring Containers at New Relic by Sean Kane Docker, Inc.
New Relic went all-in with Docker very early, and has continued to stay on the forefront of the container ecosystem, both as a user of the technology and as a monitoring and analytics vendor. Today, a variety of teams utilize Docker in a variety of ways using a mix of home-grown and external OSS frameworks. The Container Fabric team is working on our next generation container platform utilizing Mesos/Marathon and a variety of other OSS tools, like Heka. We will briefly review our setup, and then discuss how we gather data that we care about from the ecosystem and inject it into the various tools we rely on for visibility and analytics. We love the functionality of what we’ve built, and we believe that you will find it useful too.
The document discusses the importance and benefits of optimism. It argues that optimism can boost productivity, enhance employee morale, help overcome conflict, and positively impact business results. Several studies are cited showing correlations between optimism and success in sales, debt collection, health, relationships and longevity. Effective leaders are often highly optimistic, able to inspire and motivate followers. The document provides strategies for cultivating optimism, such as avoiding negative environments, focusing on strengths, managing what you can't change, and learning to reframe challenges in a positive light. Optimism can be learned through practices like disputing pessimistic thoughts.
16 MANAGING CHANGE AND STRESS How Can You Apply OB and Show What Y.docxfelicidaddinwoodie
This document discusses forces for organizational change, including both internal and external forces. It describes major external forces such as demographic changes, technological advancements, market/shareholder changes, and social/political pressures. It also discusses internal forces including human resource problems, such as low job satisfaction or strikes, and managerial decisions that can drive change. The document provides many examples to illustrate these different forces for change and their impact on organizations.
For this assignment, read the Case Study and write a 2-3 page .docxbudbarber38650
For this assignment, read the Case Study and write a 2-3 page paper in APA format (with a proper cover page, well-organized paper with source citations, and an APA reference list—which do not count towards the page count requirement) answering all three of the questions.
Your responses must be supplemented with research from the text, CDC, NIH, and other quality sources to determine answers and solutions.
| Chapter One: Valuing Diversity 1
Chapter One: Valuing
Diversity
The wise are as rare as eagles that fly
high in the sky.
Bantu proverb
| Chapter One: Valuing Diversity 2
VALUING DIVERSITY
Chapter Objectives
After reading this chapter, you should be able to:
x know how to value diversity.
x understand what it takes to manage change.
x explain how the right or wrong attitude affects managing
change.
x clarify what it means to embrace diversity.
x see the connection between interrogating my thinking and
valuing diversity
x identify the three approaches to diversity.
x describe what is required for cultural competence.
Chapter One
| Chapter One: Valuing Diversity 3
Introduction
What is Diversity? Organizations use definitions of diversity that are almost as
diverse as the subject itself, but what is clear is that the central theme of ‘valuing
everyone as individuals – as employees, customers, and clients’ extends diversity
beyond what is legislated.
Business exists in competitive and changing markets, which means that all
employees must make significant contributions to business success and add value
in every conceivable manner, but everyone is different, so organizations will need
to be able to harness individual workers’ unique differences and convert them into
competitive advantage.1 When studying organizational phenomena, many
researchers state that employers implicitly assume that employees within
an organization are homogeneous.
Diversity researchers reject this assumption. Their work focuses on
questions that arise when the workforce is acknowledged as a heterogeneous mix
of people with different backgrounds, experiences, values, and identities.2 A
challenge of this type puts a premium on value systems that are inclusive, fair
and ethical. We know from the essential characteristics of the psychological
contract that employees expect their employers to value who they are.3 This is
why effective workplace diversity is so important to enhancing business
performance and, as research evidence shows, is correlated with good people
management.4
According to the change agenda, Managing Diversity: Linking Theory and
Practice to Business Performance Conference foreword by Dianah Worman:
[Type the company name] | Chapter One: Valuing Diversity 4
In the global market place of the twenty-first century, the pace of change in
business practice is considered faster than ever before. Organizations.
Attendees will gain insight into the stigma that is attached to individuals who have dual diagnosis and criminal justice involvement, as well as, the importance of instilling power and hope to the individual. They will increase knowledge of the stages of change and utilizing motivational interviewing techniques to assist the individual through their path of recovery from mental illness, substance abuse, and criminal justice involvement.
Unleash the Beast is a book written to help you optimize every part of you, mental, spiritual, physical, so you can unlock the enormous potential lying untapped within you.
short-questions/11.jpg
short-questions/Chapter.pdf
| Chapter One: Valuing Diversity 1
Chapter One: Valuing
Diversity
The wise are as rare as eagles that fly
high in the sky.
Bantu proverb
| Chapter One: Valuing Diversity 2
VALUING DIVERSITY
Chapter Objectives
After reading this chapter, you should be able to:
x know how to value diversity.
x understand what it takes to manage change.
x explain how the right or wrong attitude affects managing
change.
x clarify what it means to embrace diversity.
x see the connection between interrogating my thinking and
valuing diversity
x identify the three approaches to diversity.
x describe what is required for cultural competence.
Chapter One
| Chapter One: Valuing Diversity 3
Introduction
What is Diversity? Organizations use definitions of diversity that are almost as
diverse as the subject itself, but what is clear is that the central theme of ‘valuing
everyone as individuals – as employees, customers, and clients’ extends diversity
beyond what is legislated.
Business exists in competitive and changing markets, which means that all
employees must make significant contributions to business success and add value
in every conceivable manner, but everyone is different, so organizations will need
to be able to harness individual workers’ unique differences and convert them into
competitive advantage.1 When studying organizational phenomena, many
researchers state that employers implicitly assume that employees within
an organization are homogeneous.
Diversity researchers reject this assumption. Their work focuses on
questions that arise when the workforce is acknowledged as a heterogeneous mix
of people with different backgrounds, experiences, values, and identities.2 A
challenge of this type puts a premium on value systems that are inclusive, fair
and ethical. We know from the essential characteristics of the psychological
contract that employees expect their employers to value who they are.3 This is
why effective workplace diversity is so important to enhancing business
performance and, as research evidence shows, is correlated with good people
management.4
According to the change agenda, Managing Diversity: Linking Theory and
Practice to Business Performance Conference foreword by Dianah Worman:
[Type the company name] | Chapter One: Valuing Diversity 4
In the global market place of the twenty-first century, the pace of change in
business practice is considered faster than ever before. Organizations are striving
to keep one step ahead of competitors to gain and sustain market share and to
appease the increasingly voracious appetites of customers regarding products and
service delivery. Against this fluid background, the challenge organizations face is
to be able to respond to change in ways that assure survival.5
While change is a constant fac.
Change and the Social System by Rose, Sharon & Marilou (Group 9)Jay Gonzales
This document discusses various aspects of managing organizational change. It begins by defining organizational change and describing common reasons for change. It then outlines different types of changes including anticipatory, reactive, incremental, and strategic changes. It discusses both external and internal forces that can drive organizational change. The document also summarizes Kurt Lewin's three-stage model of change - unfreezing, changing, and refreezing. It provides details on each stage and how to manage change. Finally, it discusses common responses to change and strategies for facilitating change adoption.
Dealing with problematic employees in workplaceBizeducator.com
It is inevitable in your role as a manager that you will have to deal with employees who earn the label “difficult.” Instead of ignoring the situation as many managers do, it is essential for you to take action to remedy the problem. After all, you own forming and maintaining an effective working environment. www.bizeducator.com
Chapter One Valuing Diversity 1 Chapter One Valuin.docxjoyjonna282
| Chapter One: Valuing Diversity 1
Chapter One: Valuing
Diversity
The wise are as rare as eagles that fly
high in the sky.
Bantu proverb
| Chapter One: Valuing Diversity 2
VALUING DIVERSITY
Chapter Objectives
After reading this chapter, you should be able to:
x know how to value diversity.
x understand what it takes to manage change.
x explain how the right or wrong attitude affects managing
change.
x clarify what it means to embrace diversity.
x see the connection between interrogating my thinking and
valuing diversity
x identify the three approaches to diversity.
x describe what is required for cultural competence.
Chapter One
| Chapter One: Valuing Diversity 3
Introduction
What is Diversity? Organizations use definitions of diversity that are almost as
diverse as the subject itself, but what is clear is that the central theme of ‘valuing
everyone as individuals – as employees, customers, and clients’ extends diversity
beyond what is legislated.
Business exists in competitive and changing markets, which means that all
employees must make significant contributions to business success and add value
in every conceivable manner, but everyone is different, so organizations will need
to be able to harness individual workers’ unique differences and convert them into
competitive advantage.1 When studying organizational phenomena, many
researchers state that employers implicitly assume that employees within
an organization are homogeneous.
Diversity researchers reject this assumption. Their work focuses on
questions that arise when the workforce is acknowledged as a heterogeneous mix
of people with different backgrounds, experiences, values, and identities.2 A
challenge of this type puts a premium on value systems that are inclusive, fair
and ethical. We know from the essential characteristics of the psychological
contract that employees expect their employers to value who they are.3 This is
why effective workplace diversity is so important to enhancing business
performance and, as research evidence shows, is correlated with good people
management.4
According to the change agenda, Managing Diversity: Linking Theory and
Practice to Business Performance Conference foreword by Dianah Worman:
[Type the company name] | Chapter One: Valuing Diversity 4
In the global market place of the twenty-first century, the pace of change in
business practice is considered faster than ever before. Organizations are striving
to keep one step ahead of competitors to gain and sustain market share and to
appease the increasingly voracious appetites of customers regarding products and
service delivery. Against this fluid background, the challenge organizations face is
to be able to respond to change in ways that assure survival.5
While change is a constant factor in today’s workplace, many of us perceive
change t ...
The Seven Habits of Highly Effective People presents an "inside-out" approach to effectiveness centered on principles and character development. It discusses three stages of human development - dependence, independence, and interdependence - and proposes seven habits to help people become more effective by moving from dependence to independence to interdependence. The first three habits focus on self-mastery and independence, while the next three address interdependence, and the seventh habit involves continual self-renewal and improvement.
Giving Feedback When You’re Conflict Averse.pdfAlex Clapson
You can still cultivate positive relationships by encouraging &
cheering others on. But to ensure that your people are
performing at their best, you also have to know when it’s time to
give tough feedback. Stay true to yourself by delivering it in a
clear, respectful way. You may be surprised to find that on a
high-functioning team where feedback is shared honestly,
conflict is minimal.
Force field analysis is a technique used to identify and analyze the factors that either support or oppose a proposed change within an organization. It involves visually mapping out the driving forces that support change and restraining forces that oppose change. The goal is to strengthen driving forces and weaken restraining forces to facilitate successful implementation of the change. Change management is important because it helps organizations adapt to evolving conditions and stay competitive. However, change initiatives often fail due to poor planning, lack of communication, and failure to address employee resistance to change.
Rapid change has become the norm in organizations as they face constant restructuring, mergers, acquisitions, financial issues, and external factors like the economy, technology, and globalization. This constant change creates uncertainty and emotional reactions in employees. While people have accepted that change is part of organizational life, leading change remains difficult for leaders. There are two aspects to leading change - managing the structural changes and guiding people through the transition. Most leaders are good at the structural side but overlook the human side of transition, which includes grieving, letting go of the past, and rebuilding commitment. By failing to effectively manage the human aspects of transition, many change initiatives ultimately fail.
Six tips of characteristics to build your effective change leadershipAndre Vonk
This document outlines six key characteristics of effective change leaders:
1. Low levels of anxiety and emotional stability. Change leaders must feel secure and be in a positive mood to adapt well to change.
2. Action orientation and confidence. Change leaders are energized by action and believe in their ability to succeed despite risks of the unknown.
3. Openness and diversity of experiences. Change leaders are receptive to new ideas and maintain multiple perspectives to see opportunities.
4. Risk tolerance through risk management. Change leaders take calculated risks while mitigating dangers through careful planning and analysis.
Hiring for these traits and cultivating them in a team's culture allows organizations to identify new opportunities and adapt quickly to
The document outlines steps for creating a personal plan for success, including clarifying one's definition of success, identifying nine principles and three steps for success. It prompts the reader to write about their strengths, weaknesses, opportunities, threats, and core competencies, and to consider what they are capable of achieving with effort and how to monitor trends and relationships important to their success. The reader is then instructed to identify these factors and options in their brain studies journal.
The document discusses managing change and transition in organizations. It provides an overview of reasons for change, both external and internal, and covers several classic change management models including Lewin's three-stage model of change and Kotter's 8-step process. The document emphasizes that managing people is crucial for successful change implementation and that creativity and innovation are key drivers of organizational success and change.
Negotiation Skill and Conflict Management.pptxNarinderBhasin
The document discusses conflict management and negotiation in the workplace. It begins by defining conflict and describing its potential positive and negative effects. It then discusses various causes of conflict, including personality clashes, misunderstandings, and disagreements over resources, authority, values and work methods. The document outlines models of conflict development and resolution, including Pondy's model and the Thomas model of conflict-handling styles. It provides strategies for preventing, managing and resolving conflicts, such as open communication, understanding different perspectives, and using mediators or arbitrators. The summary concludes by noting that conflict is most common during strategic planning, leadership changes and mergers/acquisitions, and is often caused by differing visions, egos or misunderstandings between
HBRs 10 Must Reads on Change Management The Real Reason People.docxshericehewat
HBR's 10 Must Reads on Change Management: The Real Reason People Won't Change
The Real Reason People Won’t Change
by Robert Kegan and Lisa Laskow Lahey
EVERY MANAGER IS FAMILIAR with the employee who just won’t change. Sometimes it’s easy to see why—the employee fears a shift in power, the need to learn new skills, the stress of having to join a new team. In other cases, such resistance is far more puzzling. An employee has the skills and smarts to make a change with ease, has shown a deep commitment to the company, genuinely supports the change—and yet, inexplicably, does nothing.
What’s going on? As organizational psychologists, we have seen this dynamic literally hundreds of times, and our research and analysis have recently led us to a surprising yet deceptively simple conclusion. Resistance to change does not reflect opposition, nor is it merely a result of inertia. Instead, even as they hold a sincere commitment to change, many people are unwittingly applying productive energy toward a hidden competing commitment. The resulting dynamic equilibrium stalls the effort in what looks like resistance but is in fact a kind of personal immunity to change.
When you, as a manager, uncover an employee’s competing commitment, behavior that has seemed irrational and ineffective suddenly becomes stunningly sensible and masterful—but unfortunately, on behalf of a goal that conflicts with what you and even the employee are trying to achieve. You find out that the project leader who’s dragging his feet has an unrecognized competing commitment to avoid the even tougher assignment—one he fears he can’t handle—that might come his way next if he delivers too successfully on the task at hand. Or you find that the person who won’t collaborate despite a passionate and sincere commitment to teamwork is equally dedicated to avoiding the conflict that naturally attends any ambitious team activity.
In these pages, we’ll look at competing commitments in detail and take you through a process to help your employees overcome their immunity to change. The process may sound straightforward, but it is by no means quick or easy. On the contrary, it challenges the very psychological foundations upon which people function. It asks people to call into question beliefs they’ve long held close, perhaps since childhood. And it requires people to admit to painful, even embarrassing, feelings that they would not ordinarily disclose to others or even to themselves. Indeed, some people will opt not to disrupt their immunity to change, choosing instead to continue their fruitless struggle against their competing commitments.
As a manager, you must guide people through this exercise with understanding and sensitivity. If your employees are to engage in honest introspection and candid disclosure, they must understand that their revelations won’t be used against them. The goal of this exploration is solely to help them become more effective, not to find flaws in their work or character ...
The AWC is accepting nominations for its annual Crystal Awards, which recognize outstanding women in McLean County. Nominations are being accepted in three categories: AWC Outstanding Woman in Communications, AWC Innovation Award, and AWC Crystal Member Award. The deadline for nominations is December 9, 2016. Nominees will be honored at the Crystal Awards ceremony on February 23, 2017. Members can nominate women living or working in McLean County for the awards. This year, the general public can also nominate candidates for the AWC Innovation Award.
McLean County League of Women Voters April-May NewsletterColleen Reynolds
This month's newsletter previews events about campaign finance reform, foreclosure mediation, a panel co-sponsored by Black Lives Matter, progress on community mental health improvements, plus a summary of two recent events. It's an interesting read.
February League of Women Voters of McLean Co NewsletterColleen Reynolds
This month's edition features league activities including voter registration at a huge State of the Union Watch Party at ISU and upcoming educational opportunities.
The Heartland Smart Steppers program at Heartland Community College offers free walking on their indoor track from Monday to Saturday. Participants can walk alone or with friends in the beautiful new Fitness and Recreation Center building. Those who register with the Outreach office will receive a free pedometer to track their steps.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
IT Career Hacks Navigate the Tech Jungle with a RoadmapBase Camp
Feeling overwhelmed by IT options? This presentation unlocks your personalized roadmap! Learn key skills, explore career paths & build your IT dream job strategy. Visit now & navigate the tech world with confidence! Visit https://www.basecamp.com.sg for more details.
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Jill Pizzola's tenure as Senior Talent Acquisition Partner at THOMSON REUTERS in Marlton, New Jersey, from 2018 to 2023, was marked by innovation and excellence.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
How to Prepare for Fortinet FCP_FAC_AD-6.5 Certification?NWEXAM
Begin Your Preparation Here: https://bit.ly/3VfYStG — Access comprehensive details on the FCP_FAC_AD-6.5 exam guide and excel in the Fortinet Certified Professional - Network Security certification. Gather all essential information including tutorials, practice tests, books, study materials, exam questions, and the syllabus. Solidify your knowledge of Fortinet FCP_FAC_AD-6.5 certification. Discover everything about the FCP_FAC_AD-6.5 exam, including the number of questions, passing percentage, and the time allotted to complete the test.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
1. According to the Department of Labor, the average
person today can expect to experience five to seven
career changes in a lifetime. Common reasons cited for
changing careers include: frustration and disillusionment
in a job that does not allow an employee to use his/her
best abilities, redundancy or business closure, working
in a diminished industry, realignment of values often as a
midlife re-evaluation, dislike of the current organizational
culture or boss, and money.
When it comes to major life events, five of the top twenty
listed in the Holmes-Rahe Life Stress Inventory The Social
Readjustment Scale relate directly to changes in the
workplace. The more of these that occur simultaneously
in your life, the higher your chances of experiencing stress
and with it, health issues. The biggest predictor of how
these changes might result in health issues stems from
how you adapt to these changes. People who do not
perceive change through a fight or flight lens experience
less stress and with it fewer health issues. As educated
women this comes as no surprise. But, what can you do
when the change, itself, is beyond your control?
First, realize that while you cannot control a situation, you
have complete control over your reaction. Dr. Jill Bolte
Taylor, a Harvard-trained brain scientist, understands,
first-hand, what it means to control her reactions. At the
age of 37 she experienced a stroke when a blood vessel
exploded in her brain. She watched her mind deteriorate
and understood the physiology as she experienced
the stroke. Her book, My Stroke of Insight, a New York
Times Bestseller, describes the awakening that led her
to understand how, in 90 seconds, you can redirect the
Communiqué
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Monthly newsletter for chapter members September 2016
amygdala – the part of your brain responsible for fight or
flight – to calm down. This awareness, literally saved her
life. It doesn’t get more real than that!
From Dr. Bolte Taylor’s research, consider the following
five BACKUP steps. 1.) B- When you experience stressful
change, immediately take 90 seconds to breathe. This
small act helps to dissipate the chemical reaction in
your blood, taking your body off autopilot, allowing you
to decide how you want to react. 2.) A- Approach the
change with curiosity, not anger. What opportunities
might result from the change? 3.) C- Remember anger
shuts down your creativity and leaves you stranded
without options. When you dissipate the anger by
shutting down the response of your amygdala, your
mind is free to problem solve because it is not trying to
protect you. 4.) K- Keep your focus positive. Be open
to possibilities in your situation. 5.) UP- Reframe your
inner dialog in a positive, upbeat voice. “I wonder what
this might mean in the long run?” Practice the BACKUP
strategy daily so that it becomes your first response to
change.
For more ideas on
how to embrace
change, sign up
for the AWC Fall
Workshop: Pieces of
You, Navigating Change
to be held on Friday,
September 23 from 8:30 a.m. – 3:30 p.m. Registration
ends September 18. Members receive a special
registration rate of $50. Read the topics; sign up today.
Bloomington-Normal ChapterBloomington-Normal Chapter
It Takes 90 Seconds to Affect Change!
by Jackie Langhoff
2. Friday, September 23 • 8:30 a.m. - 3:30 p.m.
Illinois State University Alumni Center • 1101 N.Main St.,Normal
Maria HenneberryIn her opening session, It’s all about money…but has nothing to do
with it, Maria Henneberry will share tips, insights and strategies to
help women position themselves to welcome change. As a former
Associated Press award-winning journalist and news anchor,
Henneberry attributes her relationship with money to be the driving
force that allows her the freedom to create
the life of her dreams. She has taken her
own brand of financial savvy to new heights.
Henneberry was instrumental in building
two digital media production companies
whose client list includes national nonprofit
agencies, universities and Fortune 500
companies, her work nationally and
internationally distributed. Her unique
brand of warmth, honesty and storytelling will
inspire others to embrace change.
Register at www.awcbn.org by September 18.
Join us, and
explore how
YOU view
change.
Learn new
strategies to
make change
work for YOU!
Other Hands-On Sessions:
• Jackie Langhoff, Myself 4 Life Coaching
The Energy of Emotional Intelligence: Creating Powerful Change Makers
• Becky Mentzer, private practice
No Joke,Humor CanWork in theWorkplace
• DanaVogelmeier, State Farm
Change is Coming…how to accept and adapt with grace
Pricing: $65 for the public • $50 for AWC members • $20 for students
Price includes:
•continental breakfast and lunch
•comic relief titled, Life’s Funny That Way! by Terri Ryburn, known as Dr. T.
2
3. We’ve all heard
the expressions…
the only constant
is change.
Change is never
easy. There is
nothing wrong
with change,
if it is in the
right direction. Change before you
have to. No words can alter the fact
that change is hard on individuals
and teams alike. When faced with
an unexpected or unwelcomed
transition, it’s human nature to
immediately descend into fear and
doubt…and that’s why I’m personally
looking forward to this year’s Fall
Workshop on navigating change,
both personally and professionally.
As baby girl Navickas prepares to
arrive in mid-October, I’ve certainly
had change on my mind. My entire
life will undoubtedly change on a
personal level, but my fear is how this
change will impact my work at Illinois
State University. When change comes
unexpectedly, it’s difficult to navigate
that change, especially among a
team in a professional environment.
As leaders in the communication
discipline, keep these five tips in
mind for the workplace when change
inevitably strikes:
1. Set the Expectation that Change
is Inevitable
Oftentimes when a change turns
negative, it’s because of unspoken
expectations. As a leader, frequently
communicate your vision of the
company as a dynamic and evolving
organization, where progress and
change are inevitable. If your
co-workers hear this message when
they’re first hired, and you reinforce
the thought frequently through your
mission and vision statements, and
other company messaging, you can
prevent many of your team
members from settling into
complacency or assuming
they work for a static organization.
2. Understand the “How Will It Affect
Me?” Principle
Whether your change is positive,
every employee will go straight to,
“How will this affect me?” Accept
the fact that any time there’s a major
development at work – positive or
not – there will be a natural dip in
productivity as individuals and teams
react and adapt to a new paradigm,
environment, organizational
structure or leadership team. Your
first message should not be, “Here’s
what’s happening, and here’s what
you should think about it.” This
approach will only create additional
resistance. Instead, look at the change
through the eyes of each department
or person, and give them time to
work through their own individual
reactions.
3. Never Package a Negative Change
as a Positive One
If you’re making an announcement,
and you know your employees will
view it negatively, the worst thing
you can do is try to convince them
that it’s actually a great thing for
them. They will be able to see right
through it, and they will view you as
insincere and condescending. Just
state the facts – including whatever
relevant circumstances (not excuses)
may have led to this point – sincerely
acknowledge that it’s not ideal, and be
available to answer questions.
4. Embrace the Change Cycle
When it comes to change
management, there’s no one-size-fits-
all solution, and there’s no predictable
timeline for when everyone will be
enthusiastically on board. Each person
will proceed at his or her own pace
through “the change cycle,” which
starts with feelings of loss, then
doubt, then discomfort, followed by
discovery, understanding, and finally
integration.
After you announce a change, expect
for some to move through the cycle
in a few hours and others to take
a month. Rely on what you know
about each individual member of your
team, and after a while, reach out
personally to those who seem to be
stuck in doubt or discomfort. Allow
them to voice their concerns, ask
their questions, or even make their
accusations. Seek first to understand,
then to be understood as you try to
help them make forward progress
through the change cycle.
5. Watch Out for the Underminers
Your chances of getting 100% of your
employees completely on board
with big changes can be slim. Once
you’ve made the announcement, give
people ample time to work through
their reactions, and offer personal
assistance to the stragglers, if you’re
still noticing hotbeds of resistance or
negativity, then it’s time for a different
kind of conversation. As a leader, your
best approach is to create a culture
that embraces change. Respect
everyone’s right to have their own
reactions, communicate the news
with authenticity and empathy, and
give everyone time to work through
the change cycle at an individual pace.
Remember, the Fall Workshop will
take place on Friday, September 23rd
at the Alumni Center. On behalf of the
board of the Association for Women in
Communications, we hope to see your
registration soon at www.awcbn.org!
Adapted from Eric Morgan’s “5 Tips
for Effectively Managing Change”
A Note from the President:
Julie Navickas
chapter president
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September 2016
3
The Only Constant is Change…Leveraging your Team Effectively
4. I think most of us dread the idea of keeping our resumes
up to date. It’s about as much fun as cleaning out a
sock drawer. For anyone who has become a seasoned
professional, you might struggle with format, length and
how much is too much information.
Welcome the introduction of the visual resume. Others
refer to it as an infographic-style resume. I recently
discovered one option that is easier than most because it
converts your LinkedIn profile into something more visual
and easy to digest.
Visualize Me
It’s a new resume tool called Vizualize.me. Vizualize.me
Founder Eugene Woo told an IT publication recently, “The
average resume is now over two pages long with more
than 1,000 words. Who wants to deal with that?”
My recruiter
friend Patty Martin
agrees. I sent her
my Vizualize.me
resume, and she
said she would
much rather look
at this than a
traditional resume.
“I only have a
couple of seconds
to scan a resume,
so a visual makes
it so much easier,”
she said.
I don’t love that
there isn’t much
flexibility with
templates. For example, I would like to de-emphasize
my education and take off the years (It ages me). But, it
doesn’t give you that option. The good news is this is a
free service and it’s in the beta stage so I’m sure changes
are on the way.
More Help Online
Here is a link to another article about Visualize.me and
other options for presenting a more visual, professional
version of your work history and experiences that make
you attractive to a potential employer.
I’ve tried to do an infographic resume using a general,
infographic site such as Canva.com, and it wasn’t as easy.
If you can get past her hipster style, I really like this video
tutorial of how to do a visual resume using the platform
Piktochart. A Google search will help you come up with
others.
Some people don’t like the idea of putting their photo on
their resume. You don’t have to that with one of these
visual resume templates but honestly it seems the trend is
toward hiring managers wanting to feel a connection and
well-taken photo can help you be more relatable. Most
templates I found do give you the option of leaving
off a photo.
However, keep
in mind, LinkedIn
experts say your
profile is 14
times more likely
to be viewed if
it has a photo. I
feel your pain
because I hate
photos of myself.
Just get the best
version of you
and consider
using it. You
might be worried
because some
companies
are looking for
younger employees. It is a concern I’ve grappled with, but I
came to the conclusion that I would never want to work for
an employer with an ageist culture?
Good luck if you decide to give this a try. I did and
managed to get sucked in to trying different options. I
found it was slightly more fun than cleaning out my sock
drawer.
Presenting Your Professional Image Visually
by Colleen Reynolds
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September 2016
4
Send announcements about local events, promotions,
career changes, birth announcements, milestones,
awards and other celebrations to Angie Coughlin
no later than October 1st to be included in the
October Communiqué.
5. The AWC Fall Membership campaign
is underway. Now is the time to
invite your friends, co-workers and
colleagues to join our group. From
September 17 through December 1,
the $50 application fee is waived for
new applicatants.
Membership Benefits Include:
CONNECT: Build connections in your
community and across the nation.
• Join a diverse network of vibrant
communicators by making
valuable connections through
involvement in national activities,
committees and taskforces
throughout the year.
• Build your professional network
with AWC members through
friendships, mentors and referrals
• Connect with members across the
nation through the online AWC
National Directory.
• Rely on AWC connections for
the support you need in all your
lifelong endeavors.
ENGAGE: Commit to engage in
activities that benefit you and other
members.
• Attend AWC National Events for
networking opportunities and
interaction with national-level
speakers.
• Nominate your peers for
recognition as outstanding
communicators for chapter
and national awards, the AWC
Headliner Award, the Rising Star
Award and more.
• Participate in learning
opportunities through webinars,
conference events, Twitter Chat
and local educational activities.
ADVANCE: Prepare your career for the
next opportunity.
• Access career opportunities across
the nation through the online AWC
Job Board.
• Promote your creativity and
expertise by entering the
prestigious Clarion Awards.
• Gain insights on emerging issues
through chapter and national
communications.
• Enjoy special rates and mentoring
while obtaining your Certified
Communications Professional
(CCP) through AWC’s affiliation
with the AWC Matrix Foundation.
LEADERSHIP: Develop and implement
leadership skills to benefit all of AWC.
• Volunteer to serve in a leadership
capacity to set the direction for
your community.
• Actively participate in local and
national AWC activities.
• Sponsor local student chapters at
area colleges and universities.
• Become a mentor to new
communicators.
• Serve on a national committee to
share your knowledge and skills.
• Join the national board to advance
the mission of AWC.
Enjoy professional discounts.
• Members receive discounts on
all AWC events and products,
including webinars, conference
activities and Clarion entries.
• Members receive discounts on
all AWC Job Board products &
services.
• Members receive discounts on
LegalShield’s legal services and
Penny Wise office products.
Support AWC from the comfort of
your own home.
• Purchases made through AWC’s
Amazon affiliate link benefit the
organization.
Founded in 1909, AWC is a professional
organization that champions the
advancement of women across
all communications disciplines by
recognizing excellence, promoting
leadership, and positioning its members
at the forefront of the evolving
communications era.
Membership Has Its Privileges by Kari McMullen
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September 2016
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• Sarah Schlagetter, ISU
Welcome New Members
• Chapter President Julie Navickas was honored as a recipient of the
Pantagraph & Chamber of Commerce’s 20 Under 40 award.
• Heather Wagner is a proud parent of baby girl – Addison May, born July 15!
• Judith Valente is the winner of a Women in Communications Broadcast
Award in the TV category for a segment she reported on PBS-TV's "Religion
& Ethics NewsWeekly" program about St. Benedict's Preparatory School in
Newark, NJ.
St. Benedict's is run by a group of Benedictine monks who stress monastic
principles of community, hospitality, listening, humility and simplicity
within their school as well as academic achievement. St. Benedict's
educates boys in Newark's inner city who otherwise might be at risk
of joining gangs or the drug culture. Subsequent to Judith's segment
appearing on PBS, St. Benedict's was the subject of a profile on "60
Minutes" on CBS-TV.
Judith also led a retreat at the Sophia Retreat Center in Atchison, KS Sept
23-24 on "The Art of Pausing: Reclaiming a Sense of Balance in Our Lives."
Congratulations
Save the Date
The AWC Crystal Awards will be Thurs.,
Feb. 23, 2017 at the Double Tree Hotel
& Conference Center. Registration and
additional information to come!
7. Fall is in the air, and we
are excited that school
has finally started. We are
especially looking forward
to all of the events taking
place around campus.
Festival ISU is one of our
favorite ways to encourage
new members to come to
our first meeting. We will
be handing out flyers and
fill a signup sheet alongside all of the other
registered student organizations on campus.
Our first new member meeting was scheduled for
Tuesday, September 6th, at 6:30 p.m. We visited a
few popular Communication classrooms to announce
our new member meeting and invited students to
attend. During this meeting, we announced the
opportunity to run for our committee positions and
encouraged new applicants. Later our executive board
will read over applications and make decisions on
our committee members collectively. The positions
that are open include: Vice President, Professional
Development Chair, Social Chair, Social Media Chair,
and Membership/Recruitment Chair. Moving forward,
more committee positions may open up under these
chair positions to encourage more students to have a
role in AWC.
Enthusiastically we heard that our returning members
enjoyed the panel that took place last year with
women from the professional chapter. Since that
program was popular, we plan to coordinate a
similar meeting on Tuesday, September 20th. Please
mark your calendars, and plan to participate! Your
experience and knowledge is invaluable to us as
students.
As we look forward, the student chapter awaits a year
filled with learning and networking opportunities for
our members to build on for the future.
Student Chapter Update:
Communiqué
Communiqué
Bloomington-Normal ChapterBloomington-Normal Chapter
September 2016
7
• Chapter President
Julie Navickas, Illinois State University
• President-Elect
Kara Pool Snyder, Illinois State University
• Past President
Jackie Langhoff, Myself 4 Life Coaching
• Vice President of Membership
Kari McMullen, State Farm
• Vice President of Communications
Kris Harding, Illinois State University
• Vice President of Finance
Helen Dobbyn Reedy, Illinois Farm Bureau
• Vice President of Programming,
Freedom of Information/Progress of Women Chair
Sarah Julian, Country Financial
• Historian/Secretary
Rachel Kobus, Illinois State University
• Community Involvement Chair
Christy Germanis, YWCA McLean County
• Professional Development/Scholarship Chair
Molly Davis, Illinois State University
• Fall Workshop Chair
Becky Mentzer, Private Practice
• Communiqué Editor
Angie Coughlin, Heartland Community College
• Communiqué Layout
Jackie Langhoff, Myself 4 Life Coaching
• Student Chapter Liaison
Christine Reis, Illinois State University
Executive Board
Get Involved!
Your Membership Counts
• Join the Communication Committee. Contact Kris Harding.
• Join the Community Involvement Committee. Contact Christy Germanis.
• Write a newletter article. Contact Angie Coughlin.
• Join the member-only Working Moms (Rachel Hatch).
or Social Media Affinity group (Ann Aubry).
2016-2017
Julia Gramont ATTN: Working Moms
Members are invited to join Rachel Hatch On Thursday,
October 6 from 11:45 a.m.-1 p.m. at Flat Top Grill for the
Working Moms Affinity Group luncheon.