In 2011, Dr. Araneta published Inspiring Lives: Personal Stories of Sustained Transformation, an inspirational exposition filled with insights about the process of change that can lead to personal transformation and implications of this study for Organization transformation.
Análisis comparativo entre Business Process Management System (BPMS) y sistemas de gestión de flujos de trabajo automatizados (Workflow Management), con énfasis en Oracle Workflow
- This study presents the evaluation and
parametric modeling of voltage drop in power distribution
networks. The issues of voltage drop in power distribution
networks has become a recurrent decimal in power distribution
sector, which has avert effects on electronics appliances, which
result in incessant fire out in offices and residential buildings.
Benin Electricity Distribution Company (BEDC) injection
substation both in Ekpoma and Benin City were investigated for
a period of three months (1ST February to 30TH April, 2014). Data
were obtained from both technical staff and prospect power
consumers in that area with the help of questionnaires. Causes of
various voltages drop in six power distribution injection
substation sectors were obtained from both residential and
industrial areas with the corresponding time (hour).
Mathematical modeling was developed for voltage drop. Firstly,
it was observed from BEDC power system that there were no
technical reports recorded on voltage drop cases and due to lack
of technical record, this aspect has witnessed a low response time
from the technical sector to eradicate. It is observed that voltage
drop occurrences and response time before repairs has similar
exponential pattern, which justify the neglect of voltage drop.
Voltage drop in both residential and industrial areas were
considered
Análisis comparativo entre Business Process Management System (BPMS) y sistemas de gestión de flujos de trabajo automatizados (Workflow Management), con énfasis en Oracle Workflow
- This study presents the evaluation and
parametric modeling of voltage drop in power distribution
networks. The issues of voltage drop in power distribution
networks has become a recurrent decimal in power distribution
sector, which has avert effects on electronics appliances, which
result in incessant fire out in offices and residential buildings.
Benin Electricity Distribution Company (BEDC) injection
substation both in Ekpoma and Benin City were investigated for
a period of three months (1ST February to 30TH April, 2014). Data
were obtained from both technical staff and prospect power
consumers in that area with the help of questionnaires. Causes of
various voltages drop in six power distribution injection
substation sectors were obtained from both residential and
industrial areas with the corresponding time (hour).
Mathematical modeling was developed for voltage drop. Firstly,
it was observed from BEDC power system that there were no
technical reports recorded on voltage drop cases and due to lack
of technical record, this aspect has witnessed a low response time
from the technical sector to eradicate. It is observed that voltage
drop occurrences and response time before repairs has similar
exponential pattern, which justify the neglect of voltage drop.
Voltage drop in both residential and industrial areas were
considered
February 2011 Vol. 32 no. 1 www.learningforward.org JsD 57ChereCheek752
February 2011 | Vol. 32 no. 1 www.learningforward.org | JsD 57
g
eoffrey Canada said in a recent
presentation, “Education is the
only business I know of where
you can change anything you want, as
long as you change nothing” (2010).
After so much debate and so many
policies, why is our education system
still failing so many of our children?
What are we either missing or
pretending not to know?
Reforms only work when people
who implement them are on board,
engaged, and valued. What gets talked
about from the boardroom to the
classroom, how it gets talked about, and
who is invited to join the conversation
determines what will happen or won’t.
Are the driving conversations
dividing or connecting stakeholders?
Are they catalysts for change and
accountability, or are they further
entrenching people in fear and blame?
Is mandating accountability preventing
us from hearing and seeing the
competing truths that exist about our
students, classrooms, and schools?
Amid the spinning wheels of
education reform, an essential
component seems to be missing:
conversations that speak directly to the
heart of the issue, engage people’s
curiosity to uncover the truth, galvanize
people, and create collective
responsibility.
Leadership that attempts to create
accountability with top-down
mandates, rather than by engaging and
connecting people, leads to or
exacerbates a culture of blame and
excuses. Mandating accountability,
while it may sound effective, simply
doesn’t work. Why? Because most often
in practice this approach is fueled by
the same thing victimhood is fueled by
— blame. And as long as that’s the case,
there’s no time, energy, or vision left to
create real solutions.
A NeW VIeW OF AccOuNTABILITY
The long-term benefits of
accountability have enormous
implications for the quality of our lives
and of our education system. There is a
direct correlation between any
organization’s health and the degree of
accountability displayed by its
employees, top to bottom.
Accountability is an attitude, a
personal, private, and nonnegotiable
choice about how to live one’s life. It’s a
desire to take responsibility for results,
and for that reason, it cannot be
mandated. It requires a personal bias
toward solutions, toward action.
Rather than hold people
accountable, hold them
“able.” Rather than equate
the word accountability
with culpability, begin with
yourself and model the kind
of accountability that is
empowering. Accountability
has to come from within.
Model it and show people how
accountability benefits them. When it’s
clear how accountability benefits
someone, accountability becomes an
internal drive.
While we don’t always have a choice
about the situation in which we find
ourselves, we do have a choice about
how we view or judge it. Consider
shifting your perspective from ‘Since
this is a tough situation, I can’t do it,
I’m not willing to muster the courage,
will, skill, energy, focus, needed to do
or say what needs doing,’ to taking the
stance that ...
John Fisher - The Personal Transition Curve is an analysis of how individuals deal with change and is an extremely useful reference for individuals dealing with personal change
APM Event hosted by the East of England Branch on 26 April2023.
Speaker: Jo Twiselton
Back in February 2021, Jo Twiselton delivered a talk to the APM East of England branch on the subject of wellbeing and change and with relevance to project management. This event was held on 26 April 2023.
Since then, the wider conversation around change has progressed with hybrid working and the challenges that’s bringing on top of business-as-usual projects, alongside more personal impacts like a cost-of-living crisis, the climate and most recently, the death of the Queen. The pace of change hasn’t slowed and is unlikely to in the near future either.
This undercurrent of uncertainty can impact individuals and teams and having ways to both recognise and manage this, can be helpful.
Recognising that some of these challenges still remain for many but also, that we are all at different points in the change journey, the proposal is that this talk explores some of the topics from workshop 1 and expands further, bringing things up to date.
So, in this session, we explored:
Change and uncertainty – why they spark the reactions they do
What does this mean for project management?
Wellbeing, resilience and mindset – practical approaches to take
Integrating wellbeing and resilience in practice
https://www.apm.org.uk/news/talking-about-wellbeing-and-change/
THE KINSHIP PROJECT INTENTIONS
Connecting through Kinship: We look to conduct primary research that aims to assess and quantify the influence of kinship and kinship groups on the achievement of sustainable change. Our corporate agenda aims to define the conditions and practices that can accelerate and sustain institutional change intentions. Our social agenda examines the correlation between kinship presence and the demonstrated advancement of social change as defined by indicators in selected areas of focus.
Igniting Social Movement: Kinship research is to be broadly shared to accelerate and sustain any intention for change. We believe that the conditions and practices that contribute to kinship can be leveraged far beyond the walls of any institution or defined group. We believe that kinship is a stimulant for social movement. When we learn to openly create meaningful and authentic relationships, we have the potential to significantly improve living conditions throughout the world pyramid.
Inspiring Global Kinship: We have a picture of success where kinship helps us move from segmented, regional interests to shared, global connections. Through an awareness of kinship as an accelerant to meaningful, sustainable change, we aspire to transform the way people live and work. And, as a result, inspire a million small unforeseen efforts and partnerships for social cures.
It is a given that organizational change affects people. It is people, not processes or technology, who embrace or not a situation and carry out or neglect corresponding actions. People will help build what they create.
Appreciative Inquiry, an organizational development method, is the study and exploration of what gives life to human systems when they function at their best.
February 2011 Vol. 32 no. 1 www.learningforward.org JsD 57ChereCheek752
February 2011 | Vol. 32 no. 1 www.learningforward.org | JsD 57
g
eoffrey Canada said in a recent
presentation, “Education is the
only business I know of where
you can change anything you want, as
long as you change nothing” (2010).
After so much debate and so many
policies, why is our education system
still failing so many of our children?
What are we either missing or
pretending not to know?
Reforms only work when people
who implement them are on board,
engaged, and valued. What gets talked
about from the boardroom to the
classroom, how it gets talked about, and
who is invited to join the conversation
determines what will happen or won’t.
Are the driving conversations
dividing or connecting stakeholders?
Are they catalysts for change and
accountability, or are they further
entrenching people in fear and blame?
Is mandating accountability preventing
us from hearing and seeing the
competing truths that exist about our
students, classrooms, and schools?
Amid the spinning wheels of
education reform, an essential
component seems to be missing:
conversations that speak directly to the
heart of the issue, engage people’s
curiosity to uncover the truth, galvanize
people, and create collective
responsibility.
Leadership that attempts to create
accountability with top-down
mandates, rather than by engaging and
connecting people, leads to or
exacerbates a culture of blame and
excuses. Mandating accountability,
while it may sound effective, simply
doesn’t work. Why? Because most often
in practice this approach is fueled by
the same thing victimhood is fueled by
— blame. And as long as that’s the case,
there’s no time, energy, or vision left to
create real solutions.
A NeW VIeW OF AccOuNTABILITY
The long-term benefits of
accountability have enormous
implications for the quality of our lives
and of our education system. There is a
direct correlation between any
organization’s health and the degree of
accountability displayed by its
employees, top to bottom.
Accountability is an attitude, a
personal, private, and nonnegotiable
choice about how to live one’s life. It’s a
desire to take responsibility for results,
and for that reason, it cannot be
mandated. It requires a personal bias
toward solutions, toward action.
Rather than hold people
accountable, hold them
“able.” Rather than equate
the word accountability
with culpability, begin with
yourself and model the kind
of accountability that is
empowering. Accountability
has to come from within.
Model it and show people how
accountability benefits them. When it’s
clear how accountability benefits
someone, accountability becomes an
internal drive.
While we don’t always have a choice
about the situation in which we find
ourselves, we do have a choice about
how we view or judge it. Consider
shifting your perspective from ‘Since
this is a tough situation, I can’t do it,
I’m not willing to muster the courage,
will, skill, energy, focus, needed to do
or say what needs doing,’ to taking the
stance that ...
John Fisher - The Personal Transition Curve is an analysis of how individuals deal with change and is an extremely useful reference for individuals dealing with personal change
APM Event hosted by the East of England Branch on 26 April2023.
Speaker: Jo Twiselton
Back in February 2021, Jo Twiselton delivered a talk to the APM East of England branch on the subject of wellbeing and change and with relevance to project management. This event was held on 26 April 2023.
Since then, the wider conversation around change has progressed with hybrid working and the challenges that’s bringing on top of business-as-usual projects, alongside more personal impacts like a cost-of-living crisis, the climate and most recently, the death of the Queen. The pace of change hasn’t slowed and is unlikely to in the near future either.
This undercurrent of uncertainty can impact individuals and teams and having ways to both recognise and manage this, can be helpful.
Recognising that some of these challenges still remain for many but also, that we are all at different points in the change journey, the proposal is that this talk explores some of the topics from workshop 1 and expands further, bringing things up to date.
So, in this session, we explored:
Change and uncertainty – why they spark the reactions they do
What does this mean for project management?
Wellbeing, resilience and mindset – practical approaches to take
Integrating wellbeing and resilience in practice
https://www.apm.org.uk/news/talking-about-wellbeing-and-change/
THE KINSHIP PROJECT INTENTIONS
Connecting through Kinship: We look to conduct primary research that aims to assess and quantify the influence of kinship and kinship groups on the achievement of sustainable change. Our corporate agenda aims to define the conditions and practices that can accelerate and sustain institutional change intentions. Our social agenda examines the correlation between kinship presence and the demonstrated advancement of social change as defined by indicators in selected areas of focus.
Igniting Social Movement: Kinship research is to be broadly shared to accelerate and sustain any intention for change. We believe that the conditions and practices that contribute to kinship can be leveraged far beyond the walls of any institution or defined group. We believe that kinship is a stimulant for social movement. When we learn to openly create meaningful and authentic relationships, we have the potential to significantly improve living conditions throughout the world pyramid.
Inspiring Global Kinship: We have a picture of success where kinship helps us move from segmented, regional interests to shared, global connections. Through an awareness of kinship as an accelerant to meaningful, sustainable change, we aspire to transform the way people live and work. And, as a result, inspire a million small unforeseen efforts and partnerships for social cures.
It is a given that organizational change affects people. It is people, not processes or technology, who embrace or not a situation and carry out or neglect corresponding actions. People will help build what they create.
Appreciative Inquiry, an organizational development method, is the study and exploration of what gives life to human systems when they function at their best.
I was benefited from the Landmark cult program. The presence of the experience instructors proved to be of great help. I managed to achieve clarity in my vision and the goals of life. Interactive session will turn out to be wonderful experience.
http://www.landmarkworldwide.com/
Mini-Lecture for week 5Course Outline--Week 5BECOMING .docxannandleola
Mini-Lecture for week 5
Course Outline--Week 5
BECOMING AN EFFECTIVE AND CARING VOLUNTEER--Continued from week 4
Mini-Lecture: Welcome to Week 5.
It is useful to use a social systems framework for understanding our community. When we do this we view a community as a social system composed of a number of subsystems (for example, neighborhoods or businesses or agencies existing in the same physical space and that are all linked together by some common goals). We can also look at a community as a subsystem of the state in which it is located. In addition, human beings are individual (not social) systems in their own right, but are also subsystems of their communities. We know from our experience that a community can further the growth and development of an individual or family, or it can limit or even destroy that subsystem’s progress. Consequently, it is important to understand that our community has had a rather profound effect on our personal development. So this week we also look at what influences have shaped our lives and helped us develop into the person we are today. A reflective look at ourselves is an assignment of significant importance.
It is understandable that people want to change some things about or in their community and can be referred to as "change agents". That term is a little impersonal for me. It's a pretty stiff and stoic term for what we may feel strongly on an emotional level. I want something more warm and fuzzy—like “the make a difference” person so I would like to "change" the term to "make a difference person".
In reality our volunteer work is an attempt to change something. Either making someone's life, or some piece of their life, or the life experience in our community better--to MAKE A DIFFERENCE. So volunteers (and others) become change agents. We may also endeavor to change entire community views on a particular topic or concern or we may want to change a condition or situation that exists in our community. So we begin the process. In some situations we can do it by direct contact--person to person. In some other situations (like broad community change) we have to have helpers and so we form coalitions with others who wish to see the same changes occur so that we can impact conditions that require multi-level or higher level change.
As “make a difference persons” we continually shift back and forth between attention to individuals, subsystems, and to the larger system (community or state, etc) of which they are a part. This ability to look at multi-levels sequentially and/or simultaneously is a hallmark of community change efforts. This becomes a pretty sophisticated process but one that we should not back away from because we may not know what to do right now to change things. We learn as we move forward and that is a very satisfying experience. Broad based community change takes a lot of effort and many people to eventually join in the movement. Often it moves slowly and s ...
Similar to Study of-transformative-experiences mr27242 (20)
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.