|Alan Briskin||Berrett-Koehler Publishers||ePub|
We must envision our work as a creative act, more akin to the artistic endeavor than the technical process. This never negates skill and technique. But it does suggest that the wellspring …lies in our moral imagination, which I will define as the capacity to imagine something rooted in the challenges of the real world yet capable of giving birth to that which does not yet exist.
—John Paul Lederach, The Moral Imagination
We know that groups are often the settings for stress, discomfort, and wounding. We are also aware that all too often, we are subject to destructive actions and emotions that can influence our thoughts, affect our biochemistry, and even alter our physical brain. Pick up a newspaper, glance at the Internet, turn on the television, or listen to the radio, and we are immediately drawn into images of raw aggression and conflict. Nor can our workplaces or even families be safe havens from agitation, aggression, and worse. Each of these systems has its own conflicted histories, habitual behaviors, and potential new crises.See All Chapters
|Donald Kirkpatrick||Berrett-Koehler Publishers|
Evaluating Training for an
Outage Management System
This comprehensive case study describes in detail the strategy, planning, implementation, and evaluation of the training program at levels
1 (Reaction), 2 (Learning) and 3 (Behavior). In addition to using Kirkpatrick’s “four levels” as the basis for evaluation, it used the work of three other authors in developing an effective training program.
Dan Schuch, Power Learning Training Developer
PaciﬁCorp is a large, internationally owned utility, based in Portland,
Oregon, that generates more than 8,400 megawatts (mw) and delivers power to 1.5 million customers in six western states. The company has 15,000 miles of transmission line, 44,000 miles of overhead distribution line, and 13,000 miles of underground distribution line. PaciﬁCorp operates as Paciﬁc Power in Oregon, Washington, California, and Wyoming and as Utah Power in Utah and Idaho. There are approximately 6,140 employees within the company whose duties range from those involving the maintenance and operation of electrical power lines to those normally found in a large business.See All Chapters
|Tony Davila||Berrett-Koehler Publishers||ePub|
THE PREVIOUS CHAPTERS looked at the various causes of the innovation paradox, as well as why the Startup Corporation can be beneficial for leveraging the resources of established companies toward breakthrough innovations. We have also examined a number of solutions that organizations can implement to better pursue breakthrough innovation. This chapter explores different ways of combining these solutions, depending on the characteristics of the company.
Breakthrough innovation is both risky and difficult. More often than not, the resources that are supposed to go into strategic discoveries end up supporting an incremental innovation or a new product platform for an existing business. In other cases, valuable time and resources get expended on apparently useless efforts, resulting in very little to show in terms of concrete innovations. However, the fact that an endeavor falls short or becomes a new technology for an existing business is not a sign of failure; it is simply part of the game. Strategic discoveries are rare, and they do not happen overnight. They are frequently the outcome of sustained efforts smartly deployed. Apparent failures can turn out to be great businesses as people return to old experiments and build them into new solutions.See All Chapters
|Janelle Barlow||Berrett-Koehler Publishers||ePub|
The facilitator of the process had to be at another event. He left abruptly at 11:45 A.M. The moderator, who was part of the group, could have picked up the process and completed it for the facilitator, but lunch was waiting outside, and we all know how important it is to eat lunch exactly when it arrives.See All Chapters
|Dick Axelrod||Berrett-Koehler Publishers||ePub|
Good order is the foundation of all things.
In this and the following three chapters, we offer suggestions to help your canoe cut swiftly through the water. This chapter is devoted to meeting basics. The following three chapters are devoted to the key meeting roles: leader, contributor, and facilitator.
Just because the Meeting Canoe goes beyond meeting basics does not mean the basics are unnecessary. Ignore the basics and your canoe will sink.
This chapter includes five questions that you must address prior to embarking on your journey:
1. Why are we meeting? Whether your meetings take the form of huddles, staff meetings, town halls, or work sessions, the answers to this question determine if you need to meet. You may need to
• Share information
• Coordinate actions
• Make decisions
• Develop plans and strategies
As you answer this question, you may want to employ Eric Lindblad’s criteria for determining if a meeting is necessary (chapter 1): there is information to share, and that information requires dialogue.See All Chapters