Yes, I still do KM and KM is not dead. I thought I would share the basic deck that I use in workshops that are part of my KM Assessment and Strategy consulting practice. In addition to interviews, surveys, and inventories, it is important during a KM assessment to educate and engage the organization.
Yes, I still do KM and KM is not dead. I thought I would share the basic deck that I use in workshops that are part of my KM Assessment and Strategy consulting practice. In addition to interviews, surveys, and inventories, it is important during a KM assessment to educate and engage the organization.
We've written before about how you can view your community as a network. Here we use the 'network lense' to show how communities typically evolve and what specific actions you might want to take to get to the next level.
Meeting hosted by Leadership Learning Community and Monitor Institute. More info here:
http://www.leadershipforanewera.org/page/Leadership+and+Neworks+Bay+Area+Circle+January+31%2C+2011
Tools and Services for More Intelligent Meta NetworksDuncan Work
This presentation gives an overview of the importance of meta networks, which are decentralized networks of networks based on shared values and goals.
The presentation also summarizes some of the tools and methods that can make meta networks more visible, intelligent, and useful.
This second webinar in the Network Leadership Webinar Series is brought to you by the Center for Creative Leadership, NYU Wagner, and the Leadership Learning Community.
Presenting is Chris Ernst from Juniper Networks.
Leveraging Social Networks to Accelerate ChangeMaya Townsend
Presentation for the Midwest Talent Management Forum, 9/25/2009.
More: http://partneringresources.com/organizational-networks-and-organization-performance/
June 4, 2015 | 11am-12pm Pacific
Session Description:
We are launching a webinar series to provide a space for practitioners and researchers in both the leadership and network development areas to connect and learn from each other. Often these groups are not connected and we want to build awareness and even collaboration across the research – practice divide. We will focus on the intersection of leadership and network development. After clarifying the various ways in which leadership and networks intersect, we will consider the following questions: what does it mean for people in networks who see the need to be more intentional about developing leadership, and what does it mean for leadership development practitioners to design and deliver programs that better equip their participants to effectively utilize network strategies and tools.
This first webinar will start to explore the intersection between leadership and networks, and introduce a relational perspective of leadership. The three partnering organizations will discuss concrete examples and ideas from their work, and then participants will have a chance to ask questions.
Register for this first webinar with The Center for Creative Leadership, NYU/Wagner, and The Leadership Learning Community
In this third webinar of the Network Leadership Series, Professor Angel Saz-Carranza will explore the question of how formal networks of organizations, created to reach a collective goal (also known as goal-directed networks), work to support the overarching network goals. Goal-directed networks often create a separate organizational unit to broker and administer the network as a whole called Network Administrative Organizations (NAOs).
The webinar will answer questions like:
How organizational units lead and broker the work of network members to ensure that the network as a whole achieves a collective network goal. finds the direction it needs, aligns the activities of its members, and helps them stay committed and ready to collaborate
How leadership strategies are different when the work is not internal to a single organization
Drawing from the work of immigration coalitions in the U.S. as examples of an important type of network, Saz-Carranza unpacks the leadership dynamics of formal goal-directed networks. These network member organizations join together to accomplish a common goal that is different from each organizational member but that contributes to advance their individual missions.
One of several Broadband Boot Camps hosted by University Wisconsin-Extension Broadband & E-Commerce Education Center. Oct. 14.2015
Handouts include: Kotter's 8 Steps, Kotter's 8 Steps in Action (Case Study, Marathon County), evaluation, Broadband Opportunities Council executive summary, Federal Broadband Funding Guide (2015).
Growing numbers of social change agents are building networks to increase impact. Using real-life case examples, this webinar offers an introduction to basic network concepts and approaches with an emphasis on how practitioners can strengthen their network through systematic monitoring and evaluation. Highlights from a recent framing paper and casebook developed by Network Impact and the Center for Evaluation Innovation include examples of leading evaluation frameworks and practical methods/tools.
The Greenlining Institute was founded as a response to institutional redlining of communities of color from economic opportunities. Twenty-two years later, the organization has grown in both scale and impact, including incorporating a strong commitment to the leadership development of emerging leaders of color. With its successes and challenges, Greenlining has learned many lessons on the road to positive social change. This webinar will focus on how the organization has evolved and created a renowned leadership development program for social justice leaders, while always maintaining its roots in racial equity and advocacy. In using the organization’s journey as a case study, participants will receive a perspective and best practices for incorporating a leadership development program from foundation to evaluation.
We've written before about how you can view your community as a network. Here we use the 'network lense' to show how communities typically evolve and what specific actions you might want to take to get to the next level.
Meeting hosted by Leadership Learning Community and Monitor Institute. More info here:
http://www.leadershipforanewera.org/page/Leadership+and+Neworks+Bay+Area+Circle+January+31%2C+2011
Tools and Services for More Intelligent Meta NetworksDuncan Work
This presentation gives an overview of the importance of meta networks, which are decentralized networks of networks based on shared values and goals.
The presentation also summarizes some of the tools and methods that can make meta networks more visible, intelligent, and useful.
This second webinar in the Network Leadership Webinar Series is brought to you by the Center for Creative Leadership, NYU Wagner, and the Leadership Learning Community.
Presenting is Chris Ernst from Juniper Networks.
Leveraging Social Networks to Accelerate ChangeMaya Townsend
Presentation for the Midwest Talent Management Forum, 9/25/2009.
More: http://partneringresources.com/organizational-networks-and-organization-performance/
June 4, 2015 | 11am-12pm Pacific
Session Description:
We are launching a webinar series to provide a space for practitioners and researchers in both the leadership and network development areas to connect and learn from each other. Often these groups are not connected and we want to build awareness and even collaboration across the research – practice divide. We will focus on the intersection of leadership and network development. After clarifying the various ways in which leadership and networks intersect, we will consider the following questions: what does it mean for people in networks who see the need to be more intentional about developing leadership, and what does it mean for leadership development practitioners to design and deliver programs that better equip their participants to effectively utilize network strategies and tools.
This first webinar will start to explore the intersection between leadership and networks, and introduce a relational perspective of leadership. The three partnering organizations will discuss concrete examples and ideas from their work, and then participants will have a chance to ask questions.
Register for this first webinar with The Center for Creative Leadership, NYU/Wagner, and The Leadership Learning Community
In this third webinar of the Network Leadership Series, Professor Angel Saz-Carranza will explore the question of how formal networks of organizations, created to reach a collective goal (also known as goal-directed networks), work to support the overarching network goals. Goal-directed networks often create a separate organizational unit to broker and administer the network as a whole called Network Administrative Organizations (NAOs).
The webinar will answer questions like:
How organizational units lead and broker the work of network members to ensure that the network as a whole achieves a collective network goal. finds the direction it needs, aligns the activities of its members, and helps them stay committed and ready to collaborate
How leadership strategies are different when the work is not internal to a single organization
Drawing from the work of immigration coalitions in the U.S. as examples of an important type of network, Saz-Carranza unpacks the leadership dynamics of formal goal-directed networks. These network member organizations join together to accomplish a common goal that is different from each organizational member but that contributes to advance their individual missions.
One of several Broadband Boot Camps hosted by University Wisconsin-Extension Broadband & E-Commerce Education Center. Oct. 14.2015
Handouts include: Kotter's 8 Steps, Kotter's 8 Steps in Action (Case Study, Marathon County), evaluation, Broadband Opportunities Council executive summary, Federal Broadband Funding Guide (2015).
Growing numbers of social change agents are building networks to increase impact. Using real-life case examples, this webinar offers an introduction to basic network concepts and approaches with an emphasis on how practitioners can strengthen their network through systematic monitoring and evaluation. Highlights from a recent framing paper and casebook developed by Network Impact and the Center for Evaluation Innovation include examples of leading evaluation frameworks and practical methods/tools.
The Greenlining Institute was founded as a response to institutional redlining of communities of color from economic opportunities. Twenty-two years later, the organization has grown in both scale and impact, including incorporating a strong commitment to the leadership development of emerging leaders of color. With its successes and challenges, Greenlining has learned many lessons on the road to positive social change. This webinar will focus on how the organization has evolved and created a renowned leadership development program for social justice leaders, while always maintaining its roots in racial equity and advocacy. In using the organization’s journey as a case study, participants will receive a perspective and best practices for incorporating a leadership development program from foundation to evaluation.
PAPA JOÃO PAULO II
História pessoal, Sacerdócio, Bispo e cardeal, Eleição para o papado, Brasão e lema, Pontificado, Diálogo inter-religioso, A URI e a Teosofia, Anglicanismo, Luteranismo, Judaísmo, Igreja Ortodoxa, Budismo, Islã, Diálogo com os jovens, Oração pelas almas dos mortos, Diplomacia, Papel na queda do comunismo, Visitas papais, Visitas ao Brasil, Frei Galvão, Amabile Lucia Visintainer(Santa Paulina do Coração Agonizante de Jesus), Jornada Mundial da Juventude, Documentos Pontifícios, Tentativa de assassinato do Papa João Paulo II, Saúde, Os últimos dias de João Paulo II, morte e funeral, Funeral do Papa João Paulo II, Documentos pontifícios de João Paulo II, Beatificação, Canonização, Homenagens a João Paulo II, Postulador da canonização de JPII fala sobre andamento do processo, Leia relato da freira cuja cura de Parkinson foi atribuída ao papa, Conclave de agosto de 1978, Papa João Paulo I, Conclave de outubro de 1978, Wadowice, Beato João Paulo II em imagens
Serviços de consultoria de tendência de moda, marketing e varejo, gerenciamento e planejamento de mídias sociais e produção de conteúdo online. Todos os serviços são voltados a empresas que buscam um diferencial no mercado de moda e beleza.
As competências de um Médico de Família necessárias
para atuação na estratégia de saúde da família, extrapolam
seu núcleo de formação, geralmente voltadas à resolução de
patologias instaladas e com pouca ênfase na promoção à saúde dos indivíduos. Para trabalhar na Estratégia de Saúde da Família, exigem- se do profissional médico outras habilidades e conhecimentos, para que possa aprender a administrar seu tempo ao realizar as ações indicadas no Pacto de Atenção à Saúde, planejar e gerenciar as ações voltadas às situações de risco à saúde, avaliar essas ações. Além disso precisa desenvolver competências para trabalhar em equipe, partilhando responsabilidades e decisões. Caro especializando, você, ao longo deste curso, teve a oportunidade de se apropriar de diversos conceitos, tais como
Processos de Trabalho, Planejamento e Vigilância em Saúde,
Ferramentas de Abordagem Familiar, Técnicas de Promoção à
Saúde entre outros. Desse modo, procuramos instrumentalizá-
lo para que adquira competências necessárias à prestação de
assistência qualifi cada à sua população, segundo as diretrizes
vigentes do SUS.
Instrumental Cirúrgico "normalmente" utilizados em treinamentos de aula prática da disciplina de Técnica cirúrgica, no Curso de Medicina.
Por favor, em caso de alguma divergência, nominal ou ilustrativa, informar e desconsiderar tal equívoco.
obg.
Vanilson Samori
Catherine Shinners, Simon Terry and Joachim Stroh from Change Agents Worldwide present a new story on the Future at Work at the FB Workplace event at Facebook HQ in Apr 2017.
Networks are social capital; where business value is created in relationships. Network analysis reveals the networks. CORE process identifies new market opportunities or innovation, improvess effectiveness, extends firms reach through stakeholder networks.
Energizing the Rural Policy Voice: Building Collaborative Capacity for Policy...ruralxchange
RPLI 2013 - Dallas, TX
Keynote address - Energizing the Rural Policy Voice: Building Collaborative Capacity for Policy Change
Scott Hutcheson, Center for Regional Development, Purdue University
This Interview with Vanessa DiMauro, CEO Leader Networks and the Patricia Seybold Group explores the best practices for building professional peer communities. This joint collaboration was written in 2007 and stands as a classic reference for online community-building today.
Slides from planning Nov 2007. Uses mob rules by mark pesce, quotes from time, laurel papworth, j p rangaswami. Accompanying video here......https://youtu.be/YxYHeSre7b4
1. The Power of Networks Noah Flower April 20th, 2010 Available online: workingwikily.net/sfbaeap.pptx
2. Monitor Institute: who we are part consulting firm, drawing on the talents of our own dedicated team and the resources of the global professional services firm, Monitor Group. part incubatorof new approaches. We work with clients and partners to test and prove new models for social impact. part think tank, analyzing and anticipating important shifts in the rapidly changing context that leaders must navigate.
4. Tonight’s agenda Conversation with Tamara Alvarado, Anasa Troutman, and Roger Kim The potential for “working wikily” Mapping your networks What makes a network healthy How to lead in a network Closing discussion with SFBAEAP What personal networks do you find most valuable, and how do they connect you to the arts versus other sectors? How have you pursued your organization's goals through building relationships with organizations, the public, or other stakeholders?
5. Tonight’s agenda Conversation with Tamara Alvarado, Anasa Troutman, and Roger Kim The potential for “working wikily” Mapping your networks What makes a network healthy How to lead in a network Closing discussion with SFBAEAP
6. What are “networks”? Just what you’d think: Any meaningful set of relationships among people.
7. So what’s new? You can do more as a person. You can do more as a group. And groups can be different.
8. What can different look like? It’s a spectrum… Working hierarchically Working wikily Centralized Firmly controlled Planned Proprietary Transactional Downward communication Decentralized Loosely controlled Emergent Open, shared Relational Two-way conversation
9.
10. Tonight’s agenda Conversation with Tamara Alvarado, Anasa Troutman, and Roger Kim The potential for “working wikily” Mapping your networks What makes a network healthy How to lead in a network Closing discussion with SFBAEAP
11. MAPPING YOUR NETWORKSA few definitions from the handout Periphery Cluster Link Node Core Hub
12. MAPPING YOUR NETWORKSExample: The Green and Healthy Building Network In 2005: Source: Barr Foundation “Green and Healthy Building Network Case Study” by Beth Tener, Al Neirenberg, Bruce Hoppe
13. MAPPING YOUR NETWORKSExample: The Green and Healthy Building Network In 2007: Source: Barr Foundation “Green and Healthy Building Network Case Study” by Beth Tener, Al Neirenberg, Bruce Hoppe
39. Tonight’s agenda Conversation with Tamara Alvarado, Anasa Troutman, and Roger Kim The potential for “working wikily” Mapping your networks What makes a network healthy How to lead in a network Closing discussion with SFBAEAP
40. Value Participation Form Leadership Governance Connection Capacity Learning & Adaptation Helpful Sources: M. Kearns and K. Showalter; J. Holley and V. Krebs; P. Plastrik and M. Taylor; J. W. Skillern; C. Shirky WHAT MAKES A NETWORK HEALTHYEight general factors
41.
42. Delivers value/ outcomes to participantsValue Participation Form Leadership Governance Connection Capacity Learning & Adaptation WHAT MAKES A NETWORK HEALTHYFactor 1: Value
57. Ability to gather and act on feedbackValue Participation Form Leadership Governance Connection Capacity Learning & Adaptation
58. WHAT MAKES A NETWORK HEALTHYHow healthy is your network? Use our diagnostic to do your own evaluation: http://www.workingwikily.net/network_diagnostic.pdf
59. Tonight’s agenda Conversation with Tamara Alvarado, Anasa Troutman, and Roger Kim The potential for “working wikily” Mapping your networks What makes a network healthy How to lead in a network Closing discussion with SFBAEAP
60. HOW TO LEAD IN A NETWORKDifferent mindset, strategy, and actions Organizational Leadership Network Leadership Mindset Competition Collaboration Strategy Grow the organization Grow the network Actions Compete for resources Protect knowledge Competitive advantage Hoard talent Share resources Open source IP Develop competitors Cultivate leadership Source: Heather McLeod Grant and Leslie R. Crutchfield,Forces for Good(2007).
61. HOW TO LEAD IN A NETWORKDifferent attitudes & attributes Organizational Leadership Network Leadership Attitudes & attributes Authority-conscious Individualistic Controlling Directive Transactional Top-down Action-oriented Alignment-conscious Collective Facilitative Patient Relational Bottom-up Process-oriented
70. Create, and protect network ‘space’Source: Adapted from Net Work by Patti Anklam (2007) and “Vertigo and the Intentional Inhabitant: Leadership in a Connected World” by Bill Traynor (2009)
71. HOW TO LEAD IN A NETWORKParticular roles to play Establishes value proposition(s) Establishes first links to participants Organizer Funder Provides initial resources for organizing the network Works to increase connections among participants May focus on growing the network by connecting to new participants Can be multiple people with formal and informal roles Weaver Facilitator / Coordinator Helps participants to undertake collective action Ensures flow of information and other resources Technology Steward Facilitates the network use of online technology to learn, coordinate, connect or share information together Sources: Peter Plastrik and Madeleine Taylor, Net Gains (2006); Beth Kanter; Stephanie Lowell , Building the Field of Dreams (2007); White, Wenger, and Smith, Digital Habitats (2009)
72. HOW TO LEAD IN A NETWORKCommon challenges Unlearning the organizational mindset Engaging and inspiring participants without being controlling Letting go of control Determining network boundaries Dealing with information overload Making the case & measuring success Learning and leveraging new technologies
73.
74. What are the skills and characteristics that will help you succeed?