Leadership and change management to succeed in process improvementKailiford
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Organizational Change Management and CommunicationsEnamul Haque
OCM explained - Organizations are almost always in a state of change, whether the change is continuous or episodic. The Change Management and Communications Plan includes a strategy and framework to effectively engage stakeholders and communicate changes necessary across the transformation areas to achieve the desired results and sustain the benefits of the effort.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
Leadership and change management to succeed in process improvementKailiford
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Organizational Change Management and CommunicationsEnamul Haque
OCM explained - Organizations are almost always in a state of change, whether the change is continuous or episodic. The Change Management and Communications Plan includes a strategy and framework to effectively engage stakeholders and communicate changes necessary across the transformation areas to achieve the desired results and sustain the benefits of the effort.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
A quick look at people issues, when leading organizational change. The basics can be overlooked in complex situations. Prepared as part of the ILM Level 7 Strategic Leadership course.
Innovation Management - 2 - Types of InnovationJoseph Ho
4 Types of Innovation
- Sustaining Innovation
- Breakthrough Innovation
- Disruptive Innovation
- Basic Research
Dimensions of Innovation Space
- Product
- Process
- Position
- Paradigm
My recent keynote on how to build a culture of innovation. I present a series of actionable models together with a real life case study to bring them to life.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
This slide set is part of the "Leading Successful Change" seminar, which is based on the award-winning story of "Our Iceberg is Melting" that illustrates how eight steps produce needed change under any conditions.
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
Open Innovation: An Introduction and Overview (Chalmers)Marcel Bogers
Presentation on "Open Innovation: An Introduction and Overview"
Part of seminar on “Open innovation - managing innovation across organizational boundaries” at Chalmers University of Technology, organization by the Managing-In-Between (MIB) research group at the Management of Organizational Renewal and Entrepreneurship (MORE) division at the Department of Technology Management and Economics (TME).
Description:
What does open innovation really mean? How does it change how we think about innovation processes? What are the managerial and organizational implications? Join us in this seminar to explore these questions with researchers and practitioners active in the field!
About the seminar:
The Managing-In-Between research group at the Department of Technology Management and Economics invites you to an inspiring seminar around open innovation, a topic that has gained increasing interest among researchers and practitioners. This seminar will highlight how the concept of open innovation has evolved, what it actually means, and outline where the research frontier is.
The seminar will feature presentations from one of the prominent researchers in the field of open innovation, Associate Professor Marcel Bogers, University of Southern Denmark as well as researchers from the Managing-In-Between research group at Chalmers, led by Associate Professor Susanne Ollila.
After the initial presentations, we would like to invite the audience to participate in a discussion around the organizational and managerial implications of open innovation for practice. This could be especially interesting to discuss in the Chalmers context where several efforts have been made to increase collaboration and innovation across organizational boundaries, but we still need to further our knowledge of how to support and manage such initiatives.
Source: http://www.chalmers.se/en/departments/tme/calendar/Pages/Open-innovation-seminar.aspx
Strategy Execution is Change Management in DisguisePaige Pulaski
8 Steps of Change Management to Exceed Organizational Goals
Only 1 in 3 organizations will enable their teams to successfully execute process improvement, cost reduction, operational excellence and strategic initiatives this year. That means 67% of companies are going to fail to meet their goals.
To achieve their organizational goals, successful organizations have figured out how to navigate change management. No matter the type of project or initiative, these companies treat any kind of plan execution with a change management mindset.
In this on-demand webinar, Michael Brazukas of the Strategy Management Institute discusses how to leverage Kotter’s classic 8 Steps of Change Management as they apply to achieving more of your organization’s strategic and operational goals.
In this webinar, you will:
> Explore how strategies represent different types of change
> Understand the alignment between strategic planning and change management processes
> Appreciate how to ‘fail-proof’ strategy deployments and execution discipline in your organization
Internal Communication Strategy PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Internal Communication Strategy Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of twenty four slides. Our tailor made Internal Communication Strategy Powerpoint Presentation Slides editable deck assists planners to segment and expound the topic with brevity. The advantageous slides on Internal Communication Strategy Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.
A quick look at people issues, when leading organizational change. The basics can be overlooked in complex situations. Prepared as part of the ILM Level 7 Strategic Leadership course.
Innovation Management - 2 - Types of InnovationJoseph Ho
4 Types of Innovation
- Sustaining Innovation
- Breakthrough Innovation
- Disruptive Innovation
- Basic Research
Dimensions of Innovation Space
- Product
- Process
- Position
- Paradigm
My recent keynote on how to build a culture of innovation. I present a series of actionable models together with a real life case study to bring them to life.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
This slide set is part of the "Leading Successful Change" seminar, which is based on the award-winning story of "Our Iceberg is Melting" that illustrates how eight steps produce needed change under any conditions.
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
Open Innovation: An Introduction and Overview (Chalmers)Marcel Bogers
Presentation on "Open Innovation: An Introduction and Overview"
Part of seminar on “Open innovation - managing innovation across organizational boundaries” at Chalmers University of Technology, organization by the Managing-In-Between (MIB) research group at the Management of Organizational Renewal and Entrepreneurship (MORE) division at the Department of Technology Management and Economics (TME).
Description:
What does open innovation really mean? How does it change how we think about innovation processes? What are the managerial and organizational implications? Join us in this seminar to explore these questions with researchers and practitioners active in the field!
About the seminar:
The Managing-In-Between research group at the Department of Technology Management and Economics invites you to an inspiring seminar around open innovation, a topic that has gained increasing interest among researchers and practitioners. This seminar will highlight how the concept of open innovation has evolved, what it actually means, and outline where the research frontier is.
The seminar will feature presentations from one of the prominent researchers in the field of open innovation, Associate Professor Marcel Bogers, University of Southern Denmark as well as researchers from the Managing-In-Between research group at Chalmers, led by Associate Professor Susanne Ollila.
After the initial presentations, we would like to invite the audience to participate in a discussion around the organizational and managerial implications of open innovation for practice. This could be especially interesting to discuss in the Chalmers context where several efforts have been made to increase collaboration and innovation across organizational boundaries, but we still need to further our knowledge of how to support and manage such initiatives.
Source: http://www.chalmers.se/en/departments/tme/calendar/Pages/Open-innovation-seminar.aspx
Strategy Execution is Change Management in DisguisePaige Pulaski
8 Steps of Change Management to Exceed Organizational Goals
Only 1 in 3 organizations will enable their teams to successfully execute process improvement, cost reduction, operational excellence and strategic initiatives this year. That means 67% of companies are going to fail to meet their goals.
To achieve their organizational goals, successful organizations have figured out how to navigate change management. No matter the type of project or initiative, these companies treat any kind of plan execution with a change management mindset.
In this on-demand webinar, Michael Brazukas of the Strategy Management Institute discusses how to leverage Kotter’s classic 8 Steps of Change Management as they apply to achieving more of your organization’s strategic and operational goals.
In this webinar, you will:
> Explore how strategies represent different types of change
> Understand the alignment between strategic planning and change management processes
> Appreciate how to ‘fail-proof’ strategy deployments and execution discipline in your organization
Internal Communication Strategy PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Internal Communication Strategy Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of twenty four slides. Our tailor made Internal Communication Strategy Powerpoint Presentation Slides editable deck assists planners to segment and expound the topic with brevity. The advantageous slides on Internal Communication Strategy Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.
This presentation is the final presentation given by Dr. Leigh Zeitz in the Educational Technology and Design course at the University of Northern Iowa.
The intention of this presentation was to bring closure to our educational technology course. It was exciting to see how many student felt that they could become change agents in their teaching.
Businesses want return on their web investment. To do that, user experience professionals need to step out from behind the screen, take a seat at the table, balance user and business needs, and create a positive environment for change. Armed with an approach I sometimes call “strategic nagging,” this is the story of how I became a change agent using IA and content strategy to transform the 160-year-old American Society of Civil Engineers for a digital-first world.
Let’s talk about honing the empathic, organisational, and analytical skills we already have to diffuse disruption and work with people and processes, as well as information. Patience and persistence makes our message pervasive so we can motivate decision-makers, find allies, persuade detractors, and provide direction to practitioners.
When I became ASCE’s Web Director in January 2013, I thought I’d tinker with some content management issues, help rewrite some content, and provide governance guidance. Little did I know that I would use change management tactics disguised as web strategy, design, and development to get them to adopt an overarching digital strategy to better reach its members, grow revenue, and start to make stuff that really matters. We’re reaching a pivotal moment, and this is the story so far.
Everyone recognizes the need to change, so why is it so difficult for organizations and people to embrace change? One data point that has been floating around for over 20 years is that 70% of organizational change initiatives fail. Ironically, despite the ubiquity of this "fact," it was first suggested in 1993 as nothing more than an "unscientific estimate." The reason this statistic has been repeated so often for so long is that it comes close to matching our own experiences--more specific and recent research has since found that only 54% of executives say change initiatives at their companies are adopted and sustained.
Clearly, this is a tremendous issue that defies easy solution. Every failed change initiative is not just a missed opportunity but also an expensive mistake--one study found that one of every six large IT projects go so badly that they can threaten the very existence of the company.
So how can we individually be more effective at being change agents in our personal and professional lives? First, we need to appreciate that:
There is no such thing as a change agent. That may sound odd considering I’m writing about being a better change agent, but this is a skill, not an ability. It is not something you are born with but something you can improve upon. All of us are change agents—none of us gets the luxury of waiting for others to change us, and that means we must sharpen our skills.
Being a change agent is risky: No matter how much business leaders say they want change agents, being a change agent is risky. Change agents fail, stumble in their career and can damage their reputation. We must appreciate that advocating for change entails risk, which is why it is essential we are aware of the specific risks and work to mitigate them.
People hate change. We humans like to feel safe and comfortable, and change is risky and discomforting. Successful change agents must know how to inspire people, helping them to see and embrace the benefits of change.
If we do these three things—sharpening our own skills, mitigating risks and inspiring people—we can succeed at leading change.
Prosci Enterprise Change Management Boot Camp Info Webinar May 2016 Prosci ANZ
A 30 min overview of the 1 day public Prosci Enterprise Change Management Boot Camp presented exclusively in Australia and New Zealand by Prosci Primary Affiliate Being Human.
MGT 499 ResponsesEmma GoodmanChapter 3 It is important for f.docxroushhsiu
MGT 499 Responses
Emma Goodman
Chapter 3
It is important for firms to study the external environment so they know what is happening around them. For example this will help them know if there are any threats and or opportunities concerning them. Understanding the external environment will give firms a competitive advantage. With COVID19 hitting, firms needed to be aware and adapt quickly. Some firms started curb side pick up and at home delivery before government orders. These firms were at an advantage over other firms that waited till they needed to change. Along with this if firms are already aware of the external environment and how their customers react they would know how to alter their business during a fast changing time that we are currently in.
Chapter 4
It is important to study the internal resources, capabilities, and activities of firms so that you know the core competencies. This will show the firms strengths and weaknesses. They can then be compared to their competitors based on their strengths and weaknesses. Knowing this will give us insight on where to improve and what we already and will continue to excel at. This will increase the core competencies of the firm.
Matthew Cumberland
Chapter 3
It is important for organizations to study and understand their external environment because the external environment is constantly evolving which can produce both opportunities for and threats to the organization. If an organization does not study the external environment that it operates in, then it will be unable to adequately respond to new threats and opportunities that arise. An organization that does not understand the external environment that it operates in will likely fail to respond to threats and eventually fail completely.
Chapter 4
It is important for organizations to study their internal resources, capabilities, and activities because understanding these internal factors can tell an organization where/what their strengths and weaknesses are. If an organization knows its strengths, it can implement strategies to maximize these strengths to gain a competitive advantage. Conversely, knowing weaknesses can allow an organization to implement strategies to reduce or even remove its weaknesses to better protect itself for the future.
MKT 310 Responses
Reis Bailey
1) Unbundling actually helps marketers by allowing them to have more brand awareness, customers know what they like and don't like and this allows them to only pay for the things that they like and not have all the clutter like in the bigger bundles.
2) One concept is the idea of cable tv unlike network tv users must pay for cable. This allows shows like RFD to be a reality. As people are paying for a bundle it allows for shows of all forms. Another concept is prime time. Something that gets a prime time spot is the most popular show and this is where the ad cost the most. Every network has a prime time, even RFD. this is most likely where they would but the b.
MGT 499 ResponsesEmma GoodmanChapter 3 It is important for f.docxendawalling
MGT 499 Responses
Emma Goodman
Chapter 3
It is important for firms to study the external environment so they know what is happening around them. For example this will help them know if there are any threats and or opportunities concerning them. Understanding the external environment will give firms a competitive advantage. With COVID19 hitting, firms needed to be aware and adapt quickly. Some firms started curb side pick up and at home delivery before government orders. These firms were at an advantage over other firms that waited till they needed to change. Along with this if firms are already aware of the external environment and how their customers react they would know how to alter their business during a fast changing time that we are currently in.
Chapter 4
It is important to study the internal resources, capabilities, and activities of firms so that you know the core competencies. This will show the firms strengths and weaknesses. They can then be compared to their competitors based on their strengths and weaknesses. Knowing this will give us insight on where to improve and what we already and will continue to excel at. This will increase the core competencies of the firm.
Matthew Cumberland
Chapter 3
It is important for organizations to study and understand their external environment because the external environment is constantly evolving which can produce both opportunities for and threats to the organization. If an organization does not study the external environment that it operates in, then it will be unable to adequately respond to new threats and opportunities that arise. An organization that does not understand the external environment that it operates in will likely fail to respond to threats and eventually fail completely.
Chapter 4
It is important for organizations to study their internal resources, capabilities, and activities because understanding these internal factors can tell an organization where/what their strengths and weaknesses are. If an organization knows its strengths, it can implement strategies to maximize these strengths to gain a competitive advantage. Conversely, knowing weaknesses can allow an organization to implement strategies to reduce or even remove its weaknesses to better protect itself for the future.
MKT 310 Responses
Reis Bailey
1) Unbundling actually helps marketers by allowing them to have more brand awareness, customers know what they like and don't like and this allows them to only pay for the things that they like and not have all the clutter like in the bigger bundles.
2) One concept is the idea of cable tv unlike network tv users must pay for cable. This allows shows like RFD to be a reality. As people are paying for a bundle it allows for shows of all forms. Another concept is prime time. Something that gets a prime time spot is the most popular show and this is where the ad cost the most. Every network has a prime time, even RFD. this is most likely where they would but the b.
SAFEASSIGNCHECKTEST - CSU SAFEASSIGN PLAGIARISM CHECK TOOL
SafeAssign Originality Report Generator I
William Fiedler
on Mon, Aug 27 2018, 9:46 AM
33% highest match
Submission ID: 379b2d26-d065-43d3-b758-c36c7d7e7358
Attachments (1)
· mba 6941 unit VIII reflection Paper.doc 33%
Word Count: 1,397 Attachment ID: 224883277
mba 6941 unit VIII reflection Paper.doc
Running Head: THE PROJECT CLOSURE PHASE 1 THE PROJECT CLOSURE PHASE
2
The Project Closure Phase William Fiedler Columbia Southern University The Project Closure Phase Inside this paperwork, I am going to make a discussion regarding the closing project. I will also extend to discussing the lesson learned towards the end of the project. 1 THE FOURTH AND LAST PROJECT LIFECYCLE STAGE IS THE PROJECT CLOSURE PHASE. IT IS IN THIS STAGE THAT YOU WILL BE ABLE TO YOUR PROJECT FORMALLY CLOSES AFTER THE REPORT SUCCESS LEVEL OF THE SPONSOR YOU HAVE. The exercises that are needed in closing the task in brought in to be by the Project Closure Report and this guarantees the project a conclusion that is embraced productively and comfortably. Once the report is brought into action and acknowledged by the individuals, the reports of the completion of the inside exercises indicated are attempted (Larson, 2014). As a result, the project closure comes into effect formally. 1 AFTER THE CLOSING OF THE TASK IN A PERIOD OF AT LEAST ONE TO THREE MONTHS, THE BUSINESS IS BELIEVED TO START GAINING THE ADVANTAGES GIVEN BY THE PROJECT WHICH MAKE IT MORE ESSENTIAL TO ALLUDE THE POST IMPLEMENTATION REVIEW (PIR) EVALUATION. This provides the business with a wide range of view towards recognizing its achievements level of different tasks as well as offer the education on the future projects that will arise.
2 PROCESS FOR CLOSING THE PROJECT THE PROJECT TRANSITION TASK CONTROL DOCUMENT WILL RECORD THE VICTORIES AND DISAPPOINTMENTS OF THE TASK. It gives a chronicled record of the orchestrated and unique spending plan and schedule, proposals for future endeavors of practically identical size and unpredictability, information on staffing and aptitudes used to meet errand targets and destinations, how the client wants were managed, exercises learned, and an official undertaking close down. One reason for the conclusion understanding system is to offer the sellers a formal warning to the structures that may have been created which has a high expectation that is elegant and commendable or that may have been rejected as a result. If the business does not meet its goals, it ought to make the amendment that hinders them from this achievement, and the individual or the dealer responsible for this should try to fix or eradicate any errors that may have caused it with a formal affirmation (Larson, 2014).
Before the closure of the agreement, all the minor things are fixed, and the competed expectation is to strike the depressed. Over rages of errands, the world has audited quality performance, and the vendor was allowed to influence chan.
Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative BehaviorsFlevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
How Internal Communications can drive Organizational ChangePoppulo
Download the complete (free) guide on the same topic here: http://bit.ly/2MeXmXX
Change is now business as usual at organizations. And today internal communicators need to move from ‘managing’ change to leading and enabling change.
Presentation takeaways:
- The essential role of internal communication during change management
- The questions to ask when building a strategy
- Understanding the 7 key drivers of change
- How to gain insight and measurement into your campaigns
- The value of sharing results with stakeholders
- Change management is an approach to any project or organizational change that addresses the less visible and often emotional resistance and risks that oppose a change.
We present "How Internal Communications can drive Organizational Change" - a 7 minute must-read deck for every IC professional.
---
We know that every organization faces different communication challenges. Call us now if you’d like to discuss yours with one of our IC experts.
Intl. +353 21 242 7277
UK 0800 904 7955
US 781 443 7600
or visit Poppulo.com
More Information:
https://flevy.com/browse/flevypro/4-stages-of-disruption-5265
Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge.
No industry is safe from Disruption. In a 2017 PwC survey of 1,379 CEOs around the world, 60% said their market has already changed or completely reshaped in the past 5 years and over 75% anticipate they would by 2022.
This presentation discusses the 4 Stages of Disruption. Research has found Innovation that eventually leads to Disruption follows a 4-stage evolution:
1. Disruption of Incumbent
2. Rapid and Linear Evolution
3. Appealing Convergence
4. Complete Reimagination
Understanding this 4-stage model will help us understand what design choices to prioritize and when. At any given time, different products and organizations are likely to be at different stages relative to local “end point†of Innovation.
Additional topics discussed include Disruptive vs. Incumbent Dynamics, the Consumer Adoption Curve, Endgame Niche Strategies, among others.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
The communication and training resource book is actually over 700 pages. I’d like to eventually make it all available online. The book preview is 106 pages and illustrates the use of web-based technology for engaging real-time measures, contribution, and delegated results. The book showcases EmployeeTalk Technology in the process, and examples dialogs and concepts in the application of methods, techniques, and tools. I focus on development in over forty core competencies that can help anyone wanting to grow with their organization. One of the main focuses is on follow-through actions, exercises, and other book readings to help performance growth.
Practex Management Consulting is the first firm focusing on delivering soft skills programs in a simulation format converting the intangible into tangible delivered with the highest quality standards.
Communication Framework for Change AgentsVAtWorkboard
Want to drive change in your organization? Learn how to win the hearts and minds of your audience. See how people do -- and don't -- respond to change, what motivates them personally and professionally. This Slide Share shows how to assess and understand your audience's perspective, then frame your message to match it to maximize your momentum.
Want to drive change in your organization? Learn how to win the hearts and minds of your audience. See how people do -- and don't -- respond to change, what motivates them personally and professionally. This Slide Share shows how to assess and understand your audience's perspective, then frame your message to match it to maximize your momentum.
Communication Framework for Change Agents Workboard Inc.
Want to drive change in your organization? Learn how to win the hearts and minds of your audience. See how people do -- and don't -- respond to change, what motivates them personally and professionally. This Slide Share shows how to assess and understand your audience's perspective, then frame your message to match it to maximize your momentum.
Want to drive change in your organization? Learn how to win the hearts and minds of your audience. See how people do -- and don't -- respond to change, what motivates them personally and professionally. This Slide Share shows how to assess and understand your audience's perspective, then frame your message to match it to maximize your momentum.
Defining the content strategy is the easy part. But how are you actually going to make it work? Not just today, but tomorrow, and next year, and the year after that? How can you continually evolve and mature your internal content practices, create rock-star content teams, and produce better content faster? Sound magical? Nope, it’s just good content governance.
Distance Learning, Online Teaching [19+ Years]
• Possess substantial strengths in distance learning, adult education, teaching with technology, student and faculty relations, higher education, and curriculum development.
• Significant experience as an adjunct online faculty member, Core Faculty, Dissertation Chair, Committee Member, Curriculum Developer/Author, and Faculty Development Manager.
• Create a safe, respectful, and welcoming learning environment.
• Specialize in working with new students, first generation students, and academically under-prepared students.
• Developed an exceptional record of academic excellence, end-of-course evaluations, collaboration, communication, mentoring, coaching, and professionalism.
• Computer proficient with online classroom platforms that include WebCT, eCollege, Canvas, Sakai, Moodle, Educator, Desire2Learn, Blackboard, Brightspace and others.
Dissertation Chair and Mentor [Remote, 11+ years]
• Provide high quality instruction, direction and mentorship for assigned students throughout all phases of the dissertation process.
• Provide timely and supportive mentoring throughout the student’s process of developing, researching, writing, and revising the dissertation.
• Participate in the Defense process of a student’s Prospectus and final Dissertation.
• Facilitate the successful completion of all IRB protocols.
Faculty Development [Remote, 10+ years]
• Served as a Trainer and Mentor for New Faculty Members.
• Performed faculty peer reviews and assessed classes based upon best practices and adult learning theories.
• Inspired faculty to improve their facilitation practice by leading online faculty workshops.
Curriculum Development [Remote, 12+ years]
• Authored hundreds of courses as a SME for multiple schools, including undergraduate and graduate courses.
• Strong knowledge and application of adult cognitive learning theories and instructional design methodologies.
• Develop content and assessments that met learning objectives, including discussions and assignments.
Background Includes: Various Online Schools (08/05 – Present)
Online Instructor, Doctoral Committee Member, Dissertation Chair, Faculty Development, Curriculum Development.
These slides were presented during the webinar on "Managing Partnerships in Microinsurance" conducted by the Facility on 1 March 2012. The webinar highlighted the stages of partnership, key points and strategies that can be used per stage, success factors and pitfalls, as well as real cases in partnership management.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
2. Chapter 9 Highlights
• Targeting
• Change Agents as Linkers
• Factors in Change Agent Success
• Communication Campaigns
• Homophily and Change Agent Contact
• The Use of Opinion Leaders
• Client’s Evaluative Ability
• Centralized and Decentralized Diffusion Systems
• Advantages and Disadvantages of Decentralized
Diffusion
3. Chapter 9 Summary
This chapter defines change agent, lists the two
main problems faced by change agents and the
seven roles of the change agent. The chapter also
lists eight generalizations related to an agent’s
success in securing the adoption of innovations by
clients. Information on centralized and
decentralized diffusion is also provided.
4. Chapter 9 Summary continued
Two main problems faced by change agents:
• their social marginality, due to their position
midway between a change agency and their
client system
• information overload, the state of an individual
or a system in which excessive communication
inputs cannot be processed and used, leading to
breakdown),
5. Chapter 9 Summary continued
Seven roles of the change agent:
• Develop a need for change on the part of clients
• Establish an information-exchange relationship
• Diagnose problems
• Create an intent to change in the client
• Translate intention into action
• Stabilize adoption and prevent discontinuance
• Achieve a terminal relationship with clients
6. Chapter 9 Summary continued
Eight generalizations
• Extent of the change agent’s effort in contacting clients
• A client orientation, rather than a change agency
orientation
• Degree to which the diffusion program is compatible
with clients’ needs
• Change agent’s empathy with clients
• His or her homophily with clients
• Credibility in the clients’ eyes
• Extent to which he or she works through opinion leaders
• Increasing clients’ ability to evaluate innovations
8. Targeting
Targeting is the process of customizing the design
and delivery of a communication program based
on the characteristics of an intended audience
(Dearling et al., 1996).
Diffusion of Innovations
Chapter 9
Page 367
9. Assignment 1
Please provide an example of when WFED
professionals may have been “targeted” during the
diffusion of an innovation.
11. Communication Campaigns
The term derives from military origins and from
Latin meaning “to go to the field”. Military
terminology, like “target”, for example, still is
utilized in describing campaigns. So a campaign
is purposive, intended to bring about certain
specific effects.”
Diffusion of Innovations
Chapter 9
pp 378-379
12. Assignment 2
Please share a communication campaign related
to WFED you believe was successful and explain
why you feel that way.
14. The Use of Opinion Leaders
Opinion Leadership is the degree to which an
individual is able to influence other individuals’
attitudes or overt behavior in a desired way with a
relatively high frequency.
Diffusion of Innovations
Chapter 9
Page 388
15. Assignment 3
Describe a time when you were influenced by an
Opinion Leader.
or
Describe a time when you were used as an
Opinion Leader.
16. More on Opinion Leaders…
http://www.youtube.com/watch?v=tUE84Y22eUg
17. Assignment 4
Rogers states, “Change agents usually posses a high degree
of expertise regarding the innovations that are being
diffused. Change agency personnel may have a Ph.D….
Their superior know-how actually poses a barrier making
it difficult for them to communicate directly with clients.”
Diffusion of Innovations
Chapter 9
Page 368
How do you feel about the above comments?
18. Assignment 5
Please take a moment to comment on two of the
videos included in this presentation.
19. What can change do for you?
http://www.youtube.com/watch?v=UF8uR6Z6KLc