Starting up and improving on the way
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This document provides advice on how to improve an organization through incremental changes. It recommends: 1. Educating workers to create ownership over changes and listening to objections. Build a flexible structure that can scale. 2. Making small, measurable changes and expecting mistakes to occur. Learn from both successes and failures. 3. Repeating this process of doubting beliefs, changing something, measuring results, and learning from mistakes will allow the organization to reduce risks and change faster for the better in a sustainable way.
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El documento resume varios tipos de unidades de almacenamiento, incluyendo unidades de cartucho, Bernoulli, cassette, disquete, CD-ROM, disco duro y RAM. También cubre conceptos como macrocomputadora, minicomputadora, estación de trabajo, microcomputadora, servidores y tipos de licencias de software.
Primera generacion
El documento resume las principales características de las seis generaciones de computadoras desde la primera en 1951 hasta la sexta generación actual. La primera generación utilizó bulbos y tarjetas perforadas. La segunda introdujo el transistor. La tercera vio el surgimiento de los circuitos integrados. La cuarta generación trajo los microprocesadores y chips de memoria. La quinta generación se enfocó en la inteligencia artificial. Y la sexta generación continúa avanzando con arquitecturas paralelas y redes globales.
Trabajo practico n°3
Google Docs es un programa gratuito basado en la web para crear y editar documentos, hojas de cálculo y presentaciones en línea de forma colaborativa. Ofrece características como subir archivos desde la computadora, usar plantillas predefinidas, compartir documentos con otros usuarios para editar en conjunto, organizar archivos en carpetas y publicar documentos en línea. Los archivos también se pueden descargar en formatos comunes para editar sin conexión a internet.
Aldeia dos Reis
O documento repete os dados de contato da corretora Dora Mello Corretora, incluindo o telefone (21) 7883-4126, o ID 12*87146 e o site www.webrioimoveis.com.br várias vezes.
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Managing Change by Mirza Yawar Baig
This document provides biographical information about Mirza Yawar Baig. It outlines his work experience as an international speaker, trainer, author, and leadership consultant with over 16 years of experience in corporate management and 31 years in training and organizational development. It also lists the books he has authored, the organizations he is affiliated with, clients he has worked with, and the agenda for a talk or workshop he will be providing. The document gives an overview of Mirza Yawar Baig's professional background and qualifications as a leadership consultant and speaker.
It's all about leadership...
This presentation i have prepared with reference to the "Seven Habits of Highly Effective People" by Stephen Covey and some other studied material to conduct the Leadership Skills training for my second line management team.
Principlesforgettingthejo d done.check
The document discusses practices for getting things done through people in an organization. It provides 14 tips for leading with excellence, including focusing on what gets talked about, trained for, measured, and confronted. Excellent leadership requires developing commitment to details, integrity, respect for others, and consistency in lifestyle. The goal is to produce fruit and increase the kingdom through effective leadership.
Principles of getting job done
This document provides 14 principles for achieving excellence and getting things done through an organization. It discusses the importance of setting clear goals, providing proper training, measuring results, confronting issues, rewarding success, and continually improving. It emphasizes developing integrity, respect, commitment, consistency and working with excellence as unto the Lord.
Yuva (Youth) Lead The Change
I am a very strong believer that the future of a nation is in the hands of its youth. The quality of a nation is therefore truly demonstrated through the quality of its youth.
I have often been the bonafide Mentor to several hundreds of youngsters in their careers & I must admit that I learnt more while mentoring them then I learnt from the books I read.
This is a small tribute in terms of helping many more hundreds of youngsters in their footsteps to hall of fame. May all you young business enthusiasts shine bright & make your businesses prosper even further.....Amen
Dear 31 Year Old Me - What I Wish I Knew
The document provides advice for the author's 31-year-old self on things he wishes he had known before embarking on an Agile career path. It discusses 10 beliefs he would change, including that process won't save you, you should start now, and invest in yourself. It also covers fundamental attribution error, vulnerability, focusing on more than just yourself, having drive, dealing with two and a half dysfunctions on a team, switching mindsets, and playing to your strengths and those of your teammates. The overall message is advice for successfully navigating an Agile career.
short-questions11.jpgshort-questionsChapter.pdf Ch.docx
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.
Chapter One Valuing Diversity 1 Chapter One Valuin.docx
| 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 Stress of Organizational Change - Change Management
The document discusses the stress that organizational change can cause. It describes change as alterations in an organization's people, structure, or technology. Common reactions to change include denial, resistance, acceptance, and commitment. The document provides suggestions for how to approach change positively, such as keeping an open mind, being flexible, supporting colleagues, taking an active role, and giving change a chance. Managing stress and communicating the right actions are important for successfully navigating organizational change.
Leadership - emotional intelligence - spiritual intelligence - culture
A mixture to challenge old Newtonian thinking and start to deal with the quantum world and the fact that is we place people before profit - you gain twice as nuch profit!!! Sunday Times Top 100 Companies to Work For List
Learning from creativity, inc
Creativity Inc. is an autobiography by Ed Catmull, co-founder of Pixar. This book is very helpful for us when we wants to build something meaningful that will outlast us. Be it advance manufacturing or new innovation in technology. It explains, what it takes to build and sustain a culture of excellence, one that embraces originality in its truest form. I highly recommend this book. It has applicable ideas, but more than anything it will broaden our view of why success in itself isn’t all that interesting; sustaining it is.
Key Learnings
>Eight mechanisms for new perspectives
>Honesty and Candour
>Change and Randomness
>Fear and Failure
>Starting Points
Liderazgo de equipos.pptx
Explicación de las 7 competencias de Lyle Kirtman para el desarrollo de líderes educativos. Son competencias prácticas que ayudarán a un líder educativo a lograr resultados contra todo pronóstico.
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Ralph Jocham is an agile coach and trainer who has been involved in agile since 2000. He discovered early in his career as a programmer that process was often a problem. He helped develop the Unified Process and has been training people in effective agile practices like Scrum since 2001. Some key points he discusses include:
- The principles of agile management including energizing people, empowering teams, aligning constraints, and growing structure.
- Sociocratic practices like World Cafe and Lean Coffee that can be used for agile management.
- The Core Protocols which are a set of behaviors and commitments for rational decision making and moving groups forward effectively. Protocols include check-
Excerpted from The Emerging Healthcare Leader A Field Guide, .docx
Excerpted from The Emerging Healthcare Leader: A Field Guide,
by Laurie Baedke and Natalie Lamberton (Health Administration Press, 2015).
127
C H A P T E R 8
Bounce Back from Failure
“Mistakes are the usual bridge between
inexperience and wisdom.”
—Phyllis Theroux, Essayist
Reading Points
• Managing Failure
• Taking and Handling Criticism
• Persevering Through the Nos
• Trying New Things
• Forgetting
• Michael Jordan was cut from his high school basketball
team.
• Walt Disney was fired from a newspaper for “lacking
imagination” and “having no original ideas.”
• Steve Jobs was unceremoniously removed from the
company he started.
Copying and distributing this content is prohibited without written permission. For permission,
please contact Copyright Clearance Center at [email protected] or visit www.copyright.com.
The Emerging Healthcare Leader128
• Oprah Winfrey was demoted from her job as a news
anchor because she “wasn’t fit for television.”
• The Beatles were rejected by a recording studio, which
said, “We don’t like their sound, they have no future in
show business.”
This list coul d go on and on, but our point is this: Fail-
ures happen to everyone, even to very talented, famous people. As
we’ve said, failures are a matter of when, never a matter of if. All
we can do is hope for the best, but plan for the worst.
Don’t define your career in this constantly changing, high-
stress, high-stakes healthcare industry by the number of times
you failed or made a mistake. Doing so is unfair, and it dimin-
ishes the countless things you’ve accomplished, contributed, and
improved. Instead, see failure for what it is—an inevitable and
scary occurrence that you can bounce back and learn from and
you can prevent. How you overcome or rebound from adversity is
what should define your career, because that’s tough work that not
only requires but also shows your strength of character—whether
you’re tenacious, resilient, committed, disciplined, progress ori-
ented, and so on.
Many of us were schooled to believe that failure is bad. But
that’s only true if you let it stop you from trying again. In fact,
failure is good because it provides learning and growth opportu-
nities. It also promotes taking risks by applying new approaches
to old or existing processes. The corporate giant 3M, for example,
has a company-wide philosophy that encourages employees to
fail—and do so regularly (Kalb 2013). If employees aren’t fail-
ing 95 percent of the time, the company reasons, then they likely
aren’t trying anything fresh and current. Although we elevate our
chances of falling flat on our faces if the new techniques don’t
work, the fact that we ventured out to test new waters is valu-
able. It expands not only our skills but also our professional and
personal horizons.
Copying and distributing this content is prohibited without written permission. For permission,
please contact Copyright Clearance Center at [emai.
Introduce shape character for improvement
It is important to improve but why still fail when well prepared?
A good attitude to improve is the key to success.
3 aspects of a character define the attitude’s quality.
Ironic facts cause dilemma to accept mistakes.
Mistakes lead to unexpected results with 3 consequences. To accept the mistake:
○ Understand the attitude of the company
○ Determine am I the mistake maker
○ Did I fall into the dark side and/ or self-conflict: denial and cover-up
Thriving Through Change
Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
Principles for getting the job done .done
The document discusses practices for getting things done through people in an organization. It provides 14 points on achieving excellence and getting results, including focusing on what interests people, equipping people with training, measuring and rewarding results, developing integrity, respecting others, continuous improvement, and embracing challenges. The overall goal is for leaders to produce fruit and increase the kingdom by how they lead and equip their people.
Entrepreneurship mindsets
This document discusses entrepreneur mindsets and provides advice for aspiring entrepreneurs. It makes three key points:
1) Entrepreneurs have a growth mindset focused on taking action and creating change rather than avoiding risk. Anyone can be an entrepreneur if they commit to pursuing opportunities.
2) Limiting beliefs can prevent people from achieving their potential, but having the right mindset of possibility, ability, and worthiness can help people accomplish goals they previously thought impossible.
3) Consistent action is important for entrepreneurial success. While knowledge is valuable, people who combine knowledge with action like Bill Gates and Steve Jobs have built billion dollar companies, showing that action is the key driver of results.
John Griffin, Ford Credit Europe. Normalising failure and making way for succ...
John Griffin is currently paving the way for new explorative ways to bring Design to the forefront of the Ford Credit Europe products.
With a background co-founding design consultancies Wolfcub and Pack, he’s spent the last 8 years honing his craft on clients including ASOS, HSBC, Diageo, and Google alongside helping a multitude of start-ups launch their ideas. When John’s not going deep on bringing product ideas to life, you can find him behind the mic podcasting, running the industry event Product Unleashed, or talking about his favorite 80s films to anyone who will listen long enough!
Speech Overview:
Why are we so afraid for our ideas to fail?
Is failure just learning with a bad reputation?
The idea of our ideas failing can not only hold us back from making a start on something but can also leave us in an endless loop of all-talk-no-action.
For teams to truly be successful, failure needs to move from elephant in the room to engrained within your DNA.
How to Convert Weakness Into Strength
This document discusses how to convert weaknesses into strengths. It defines weakness and strength. It explains that there are two types of mindsets: a growth mindset that embraces learning and a fixed mindset that sees inability as failure. It provides a 5-step process to turn weaknesses into strengths: 1) recognize weaknesses, 2) get guidance from trusted people, 3) prepare well, 4) hire skills you lack, 5) achieve minimum competence in important tasks. Some common weaknesses are also described like addiction, laziness, public speaking anxiety. Benefits of turning weaknesses into strengths include focus, respect from others, health, self-control, getting things done, and happiness.
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Excerpted from The Emerging Healthcare Leader A Field Guide, .docx
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ALGIT - Assembly Line for Green IT - Numbers, Data, Facts
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Starting up and improving on the way
- 1. Elad Ash, VP of R&D STARTING UP AND IMPROVING ON THE WAY
- 2. Let’s start easy: What do you need to do?
- 3. IMPROVE.
- 5. Change for the better. But change introduces problems 1. Antagonism. 2. Inconvenience. 3. Risk. 4. Convincing. Improve - definition
- 6. Hard: How to make sure we change for the better?
- 8. YES YOU CAN! Tweak - How to make sure we change for the better QUICKLY
- 9. YES YOU CAN! By doing: Small, Measurable Changes.
- 10. Step 1: Educate for ownership and flexibility
- 11. Bottom up Workers knows better than managers. Handle the pains of the one that are required to change. Expect and listen to objections. Mentor and Delegate This will create ownership
- 12. Be Flexible You don’t know where you’ll end, so: Build a flexible structure That can scale.
- 13. Gray Area for full image Human beings, who are almost unique in having the ability to learn from the experience of others, are also remarkable for their apparent disinclination to do so Douglas Adams
- 14. Learn and study Learn from others and use consultants But… take only what you need.
- 16. Gray Area for full image Insanity: Doing the same thing over and over again and expecting different results Albert Einstein
- 18. Gray Area for full image Anyone who has never made a mistake never tried anything new Albert Einstein
- 19. Step 4: Learn from your mistakes
- 20. Gray Area for full image An American monkey, after getting drunk on brandy, would never touch it again, and thus is much wiser than most men Charles Darwin
- 21. Step 5: Doubt your beliefs
- 22. Gray Area for full image I never said half the crap people say I did. Albert Einstein
- 23. Step 6: Repeat the process
- 24. Gray Area for full image To improve is to change, to be perfect is to change often Winston Churchill
- 25. Fine tuning 1. Educate for flexibility and ownership. 2. Change something small with care. 3. Measure, expect mistakes and learn from results 4. Doubt your beliefs. 5. Repeat a.k.a - Small measureable
- 26. The promise OR What’s in it for you.
- 27. You will 1. Reduce risks. 2. Change faster. 3. To the better. 4. Prove your right by doing, rather than by arguing. 5. Lower credit burn. But mostly, build an organization that has…
- 28. Gray Area for full image Flexibility to change Charles Darwin It is not the strongest or intelligent of the species that survive, it is the one most adaptive to change
- 29. Did you ever stop to think, and then forget to start again… AA Milne
Editor's Notes
- השאלה היא איך משתנים כדי שהשינוי ישמר מומנטום של שינוי לטובה. שינוי מכניס סיכון, התמודדות עם חלקים פחות נעימים.
- המצוטט החביב עלי ביותר. ווינסטון צ'רצ'יל. ארגון שמסוגל להשתנות באופן איטרטיבי, יגיע לשלמות בסופו של דבר.
- לאחר אימון ארוך בנושא, הגענו לתוצאה הבאה שמסכמת את הנושא טוב יותר, ולהערכתי גם מדוייק יותר.