The document outlines seven considerations for processes of positive change: 1) Conversations shape our realities; 2) Inviting co-creation of change; 3) Intentional inclusion of diverse perspectives; 4) Inquiring into an organization's strengths; 5) Compassionate listening to suffering and hopes; 6) Shifting power balances to be more participatory; 7) Designing social innovations. The author advocates change processes that inspire people to act for the greater good and advance unconditional love through transforming language and building resilience.
The combination of leadership attributes was accurately named by MLIT and was the foundation for this study.
Identify the leadership traits and interdependence of each of the Leadership characteristics as applied to the MLIT.
Importance of leadership and the theory of MLIT and the Clinical Nurse Manager Leader (NM-L)
The combination of leadership attributes was accurately named by MLIT and was the foundation for this study.
Identify the leadership traits and interdependence of each of the Leadership characteristics as applied to the MLIT.
Importance of leadership and the theory of MLIT and the Clinical Nurse Manager Leader (NM-L)
Application of 'Deliberate Practice' to Infrastructure Asset Management by...INFRAMANAGE.COM
Ross developed a paper and presentation based on Geoff Colvin’s book ‘Talent is Overrated” which he had recently read.
The paper will examine Colvin’s principles of ‘Deliberate Practice’ and provide practical guidance for their application to infrastructure management practice as a way to lead us forward on the journey to infrastructure management excellence.
The Application of Colvin’s principles of ‘Deliberate Practice’ in the Journey to Infrastructure Management Excellence
The presentation examines Colvin’s principles of ‘Deliberate Practice’ and provides practical guidance for their application to infrastructure management practice as a way to lead us forward on the journey to infrastructure management excellence.
Building institutions of excellence 11 april 2015 effective bureaucraciesPatrick McNamara
I just returned from India where I supported UNDP (United Nations Development Programme) and the Indian government training department in their efforts to create government “institutions of excellence” across an immense country that is the world’s third largest economy.
I was impressed by the dedicated, bright, enthusiastic Indian government and UNDP staff who were always up for a challenge. Both institutions are poised to help India move toward being a middle income country, while addressing human development and environmental sustainability (not just economic development).
I saw common themes that appear in many bureaucracies, perhaps exacerbated by cultural influences:
Waiting for others to do something rather than feeling empowered to initiate
Taking time to get “out of the box”
Wanting more support for insightful innovations
Needing to work beyond silos, but not knowing how to begin
Buried in analytics and the micro, but with intelligence to see the big picture and think critically
While these issues are typical in bureaucracies, UNDP has undergone two years of radical change and a new culture is beginning to emerge. A fresh batch of new leaders with a positive, entrepreneurial spirit have been put in key positions and are beginning to steer the UNDP ship in a new way, though many continue to live the old culture. Some staff are taking bold initiatives to make their corner of the UN more effective and responsive. What’s more: UNDP is being asked by their clients, governments around the world, to help them change in similar ways.
They have the intention to move toward excellence and increased effectiveness and they've taken a first step: looking at ways to work differently than before and to transform organizational culture. I trust that my interactive interventions made a difference to help both institutions move toward their goals. I’ve shared some of my presentation* below on building strengths, leading in challenging times and best practices, including:
Shared vision, aligned action
Networked solutions (beyond silos), strong partnerships
Thinking outside the box
Confidence to model values, be yourself and move through conflict
Listening deeply and seeing the big picture
These capacities are supplemented by the great work UNDP is doing to streamline its processes, which is another side of bureaucratic effectiveness.
What surprised me the most was how empowered the women were to speak up, to advocate and to take action in a culture where they are not always heard. I was also surprised by the intense energy, enthusiasm and drive of participants; if this is a high-leverage project to transform Indian government, it’s moving in the right direction!
Thought Leadership for Social Change - Raising Your Voice in 140 Characters o...Vanessa Wakeman
Many people try to capture public consciousness for a purpose, but few become true thought leaders. As agents of change, most leaders of small nonprofits or social enterprises understand the importance of building support for those ideas and issues that impact the community-at-large.
Thought leadership represents an opportunity to move the needle on an issue. It allows an individual or an organization to leverage an often-overlooked asset – intellectual capital to build awareness and create important dialogues.
Thanks to social media, today there are ways to connect with stakeholders, allowing for more expedient connections and sharing of ideas. Creating a plan of action around the specific topic that you want to speak on and finding the appropriate channels to share it can help you to create a strong leadership platform.
This workshop will explore ways to harness big ideas, interject your opinion and create dialogues and connection that lead to change.
We will review the basics of creating a thought leadership platform and leveraging your assets on social media to build community and awareness.
Digital Storytelling for Inspiration and ImpactmStoner, Inc.
Storytelling is one of the oldest forms of communication known to man and is used to educate, solve problems, entertain, assimilate, provide pattern and order, and connect. In academe, stories persuade, inspire, and move people to action. This presentation will cover the five fundamental elements of a good digital story and the six stages of a digital story’s life. Leave this session with concrete tools and tactics for producing, deploying, measuring, and optimizing story content.
Application of 'Deliberate Practice' to Infrastructure Asset Management by...INFRAMANAGE.COM
Ross developed a paper and presentation based on Geoff Colvin’s book ‘Talent is Overrated” which he had recently read.
The paper will examine Colvin’s principles of ‘Deliberate Practice’ and provide practical guidance for their application to infrastructure management practice as a way to lead us forward on the journey to infrastructure management excellence.
The Application of Colvin’s principles of ‘Deliberate Practice’ in the Journey to Infrastructure Management Excellence
The presentation examines Colvin’s principles of ‘Deliberate Practice’ and provides practical guidance for their application to infrastructure management practice as a way to lead us forward on the journey to infrastructure management excellence.
Building institutions of excellence 11 april 2015 effective bureaucraciesPatrick McNamara
I just returned from India where I supported UNDP (United Nations Development Programme) and the Indian government training department in their efforts to create government “institutions of excellence” across an immense country that is the world’s third largest economy.
I was impressed by the dedicated, bright, enthusiastic Indian government and UNDP staff who were always up for a challenge. Both institutions are poised to help India move toward being a middle income country, while addressing human development and environmental sustainability (not just economic development).
I saw common themes that appear in many bureaucracies, perhaps exacerbated by cultural influences:
Waiting for others to do something rather than feeling empowered to initiate
Taking time to get “out of the box”
Wanting more support for insightful innovations
Needing to work beyond silos, but not knowing how to begin
Buried in analytics and the micro, but with intelligence to see the big picture and think critically
While these issues are typical in bureaucracies, UNDP has undergone two years of radical change and a new culture is beginning to emerge. A fresh batch of new leaders with a positive, entrepreneurial spirit have been put in key positions and are beginning to steer the UNDP ship in a new way, though many continue to live the old culture. Some staff are taking bold initiatives to make their corner of the UN more effective and responsive. What’s more: UNDP is being asked by their clients, governments around the world, to help them change in similar ways.
They have the intention to move toward excellence and increased effectiveness and they've taken a first step: looking at ways to work differently than before and to transform organizational culture. I trust that my interactive interventions made a difference to help both institutions move toward their goals. I’ve shared some of my presentation* below on building strengths, leading in challenging times and best practices, including:
Shared vision, aligned action
Networked solutions (beyond silos), strong partnerships
Thinking outside the box
Confidence to model values, be yourself and move through conflict
Listening deeply and seeing the big picture
These capacities are supplemented by the great work UNDP is doing to streamline its processes, which is another side of bureaucratic effectiveness.
What surprised me the most was how empowered the women were to speak up, to advocate and to take action in a culture where they are not always heard. I was also surprised by the intense energy, enthusiasm and drive of participants; if this is a high-leverage project to transform Indian government, it’s moving in the right direction!
Thought Leadership for Social Change - Raising Your Voice in 140 Characters o...Vanessa Wakeman
Many people try to capture public consciousness for a purpose, but few become true thought leaders. As agents of change, most leaders of small nonprofits or social enterprises understand the importance of building support for those ideas and issues that impact the community-at-large.
Thought leadership represents an opportunity to move the needle on an issue. It allows an individual or an organization to leverage an often-overlooked asset – intellectual capital to build awareness and create important dialogues.
Thanks to social media, today there are ways to connect with stakeholders, allowing for more expedient connections and sharing of ideas. Creating a plan of action around the specific topic that you want to speak on and finding the appropriate channels to share it can help you to create a strong leadership platform.
This workshop will explore ways to harness big ideas, interject your opinion and create dialogues and connection that lead to change.
We will review the basics of creating a thought leadership platform and leveraging your assets on social media to build community and awareness.
Digital Storytelling for Inspiration and ImpactmStoner, Inc.
Storytelling is one of the oldest forms of communication known to man and is used to educate, solve problems, entertain, assimilate, provide pattern and order, and connect. In academe, stories persuade, inspire, and move people to action. This presentation will cover the five fundamental elements of a good digital story and the six stages of a digital story’s life. Leave this session with concrete tools and tactics for producing, deploying, measuring, and optimizing story content.
Launching a new scholarly press involves a number of considerations; many of the decisions to be made involve tradeoffs and ethical considerations. Framing the discussion is the balance between “profitability” and scholarly contribution. Questions of funding sources, recruiting staff, developing editorial and business strategy, creating an advisory board, and evaluating new projects and authors contain ethical choices. Ethical climates vary; the right climate in the organization and fit between alliance partners are key. Deviance in its positive sense can be a source of innovation and creativity. Stories can be used to connect with our readers; stories are also useful in organizations to impart ethics and purposeful direction to organizations. The quest is to change the way we publish—thinking digitally from the beginning of the process, pursuing diverse funding sources, innovating in dissemination and marketing.
ELF14 Leading positive and sustainable change Chris Jansen UCSmartNet
Education Leaders Forum - Enhancing Learning Culture, 21&22 August 2014 Christchurch
Leading positive and sustainable change
From cynicism and disillusionment to optimism and hope.
Experiencing Appreciative Inquiry tools and processes.
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
Great Fundraising Events - AFP ICON 2017Bloomerang
Fundraising events have become an increasingly important and ubiquitous tool for nonprofit organizations.
But what is it that ultimately makes an event “successful?” and how can events provide new and potentially exciting forms of value for participants?
This session will dive into new Bloomerang-funded research from the Rogare Fundraising Think Tank at Plymouth University, which outlines for the first time what overarching factors may have a part to play in distinguishing genuinely outstanding fundraising events from merely ‘average’ ones.
Learning Outcomes:
Discover how your own efforts compare with an international focus group
Learn the critical success factors that lead to event success
Uncover key recommendations for creating memorable experiences
It’s a simple fact that the key to Supervison is understanding people. It’s also true that understanding people is not simple. This module focuses on some of the key concepts of understanding people. Do not try to decide which is the one best way to understand people. All of these concepts have value and none is predominate. Note that the last page of this is instructive.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
Getting started with Amazon Bedrock Studio and Control Tower
The Heart of Positive Change
1. The Heart of Positive
Change
Diana Whitney
Founder, Corporation for Positive Change
Co-Founder, Taos Institute
Diana Whitney, PhD
diana@positivechange.org
1
2. What do we mean by
Positive Change?
The results we create:
• Personal and
organizational changes that
inspire and enable people
to act for the greater good.
• Personal and
organizational changes that
advance us on our
collective journey toward
unconditional love.
Diana Whitney, PhD
diana@positivechange.org
2
3. What do we mean by
Positive Change?
The vocabularies we speak:
• Transformation toward
vocabularies and
narratives of appreciation,
positivity, happiness, joy,
flourishing, thriving,
wholeness, what works
well, resiliency.
• The language of the heart.
Diana Whitney, PhD
diana@positivechange.org
3
4. What do we mean by
Positive Change?
The Processes we use:
• That build capacities and
enhance resiliency for
ongoing learning,
growth, transformation
and new designs for
living.
• Seven Considerations…
Diana Whitney, PhD
diana@positivechange.org
4
5. One
Conversations Matter
• Processes for Positive Change are based on the notion
that the worlds we inhabit are artifacts of dialogue.
• Conversations give form to our worlds.
• For example, imagine listening to the conversations of:
• Marie Currie and her research team.
• The writers of the Declaration of Independence.
• Susan B. Anthony and the suffragettes.
• Organizations as we know them, are artifacts of the
imaginations, conversations and social interactions of
people, in and out of them – generally before us!
Diana Whitney, PhD
diana@positivechange.org
5
7. Two
An Invitation to Co-Creation
• Processes for Positive
Change invite us to be
active, reflective and
relationally responsible
co-creators of our
worlds.
• An invitation to join the
conversation and to
change the
conversation.
Diana Whitney, PhD
diana@positivechange.org
7
8. Change the Conversation
• Co- creators consciously shift conversations
• From deficit based narratives to positive possibilities
• From what’s wrong around here to what works well
• Co- creators realize that “words create worlds.”
• They choose words to illuminate strengths and inspire
action
• They use language that is affirmative and heartfelt.
• Co- creators have conversations with people, rather
than conversations about people or for people.
• “Don’t talk about me without me”
• “Don’t fix me, empower me”
Diana Whitney, PhD
diana@positivechange.org
8
9. ‘Right Relationship’
• Care for Self
• Relationship with Spirit
• Relationship Enhancing
Conversations
• Not Self Enhancing!
• The Triple Bottom Line:
People, Planet & Profit
• Consider implications for
Seven Generations
Diana Whitney, PhD
diana@positivechange.org
9
10. Three
Intentional Inclusion
• Processes for Positive
Change are
intentionally inclusive
of improbable people
with diverse
experiences,
approaches and ways
of knowing.
• Ask, “who else needs
to be included?” Diana Whitney, PhD
diana@positivechange.org
10
11. Why Inclusion?
• An ethical stance – people should have a say in their own
lives, in their own future.
• Positive Change Processes include all the people whose future is
impacted by the discussion.
• A pragmatic stance – people commit to what they help
create.
• Positive Change Processes include a max-mix of stakeholders
relevant to the issue being discussed.
• An imperative for innovation.
• Innovation lives on the edges, it is not mainstream!
• Inclusion of improbable people fosters innovation.
Diana Whitney, PhD
diana@positivechange.org
11
12. Five
Inquiry into the Positive Core
• Processes for Positive
Change begin with
inquiry into the positive
core of strengths,
resources, capabilities,
hopes and dreams – of
our organization,
project, situation,
team, family or
community.
Diana Whitney, PhD
diana@positivechange.org
12
13. Appreciative Inquiry
• A process for successful positive change.
• Appreciative Inquiry is the study of what gives life to
human systems when they are at their best.
• Root cause of success analysis
• The questions we ask are fateful, they guide our
learning and transformation.
• The more positive and life giving the questions we
ask, the more positive the change we generate.
Diana Whitney, PhD
diana@positivechange.org
13
14. Four
Compassionate Presence
• Processes for Positive Change make space
for compassionate listening and witnessing.
They enable people to tell their stories, to
share their suffering, as well as their hopes
and dreams - personal, collective and global.
• We cannot care for and build a better world if
we can not acknowledge our own and other
peoples’ vulnerability and suffering.
Diana Whitney, PhD
diana@positivechange.org
14
15. Suffering is part of life…
• It may be as simple as frustration or dissatisfaction
with a situation or relationship.
• It may be as human as feeling powerless, ignored,
blamed or criticized.
• It may be as personal as humiliation, failure or shame.
• It may be as extreme as bullying, violence, abuse or
war.
• It may be as global as poverty, homelessness,
inequality or hunger.
Diana Whitney, PhD
diana@positivechange.org
15
•
16. The Flip
from deficit to affirmative dialogues
• Listen attentively. Listen actively. Listen
compassionately.
• Sometimes people need to be heard
• Acknowledge the pain, the problem or the complaint.
• Sometimes people need to have their experience validated.
• Ask, “what do you want more of?’’
• Sometimes there is a dream wanting to be full filled.
• Ask, “what are your hopes and dreams for the future?”
• Sometimes people want encouragement to be courageous!
Diana Whitney, PhD
diana@positivechange.org
16
17. Six
Shift the Balance of Power
• Processes for Positive Change shift the balance of
power among people within and out of the
organization.
• From Authoritarian to Participatory – leave your title, uniform
or degree at the door.
• From Individualistic to Relational – its not about the leader, its
about collaboration
• From Experts to Co-creators – people are the experts of their
own lives, own work, own organizations
• Processes for Positive Change level the playing field.
They give voice to people who might not otherwise be
heard. Diana Whitney, PhD
diana@positivechange.org
17
18. Seven
Design of Social Innovations
• Processes for Positive Change are experiments in
the design of social innovations, new ways of
being in relationship, of doing work, of caring for
each other, and of governing our societies.
• Organizational design as if life matters.
• Design so your values are inevitable.
• Our conversations and imaginations today are
creating the organizational artifacts of the future!
Diana Whitney, PhD
diana@positivechange.org
18
19. Seven Considerations for
Processes of Positive Change
1. Conversations Matter
2. An Invitation to Co-Creation
3. Intentional Inclusion
4. Inquiry into the Positive Core
5. Compassionate Presence
6. Shift the Balance of Power
7. Design of Social Innovations
Diana Whitney, PhD
diana@positivechange.org
19
20. Questions for Discussion
• What did you hear that is
most meaningful to you?
Why is it meaningful?
• What did you hear that
most surprised you and
challenged your thinking?
How does it challenge
you?
• What questions do you
have?
Diana Whitney, PhD
diana@positivechange.org
20