11405 Chapters
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Medium 9781576757710

11 Principle 7 Relying on Feelings and Intuition

Levine, Stewart Berrett-Koehler Publishers ePub

When dealing with people, remember you are not dealing with creatures of logic, but with creatures of emotion, creatures bristling with prejudice and motivated by pride and vanity.

Dale Carnegie

Although attitudes are changing, most people still accept that the world operates on the premise of logic. Aristotle and Newton would be proud of how we follow their basic cognitive precepts about the way the world works. Everything fits into a category, A flows into B, and consequences are predictable.

Based on what is being written and what traditional institutions are integrating (alternative and Eastern forms of medicine are good examples), I believe we may be on the verge of creating a new foundation. The scientific method needs to be supplemented. In this global village, we are facing many challenges so complex that new theoretical models are needed for the solutions and resolutions to our current challenges.

A wonderful example of this kind of inquiry is the bestseller Leadership and the New Science by Margaret Wheatley, a businessperson, consultant, and professor.16 Wheatley noticed that most of the fundamental principles around which we build organizations and institutions are grounded in Newtonian logic. This conceptualizes the world in terms of “materialism and reductionism—a focus on things other than relationships.” Newtonian logic was leading-edge thinking at the time his fundamental principles were adopted. As I write, a dialogue is taking place about the benefit social and value networks add to an organization as well as Ken Wilbur’s A Brief History of Everything and Eckart Tolle’s The Power of Now.17

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Medium 9781577319443

Chapter 8: Weaving It All Together

Jennifer Lee New World Library ePub

Put the Finishing Touches on Your Right-Brain Business Plan

Throughout this creative planning process, you’ve delved into specific sections of your business plan. You’ve looked at your big vision, your business landscape, your perfect customers, your numbers, your goals, and your actions. Whew, how’s that for getting a handle on this crazy thing called a business plan? Yay, you! Now you get to integrate all the different parts in a way that inspires you. It’s as if you’ve gathered swatches of exquisite fabric and you’re ready to sew them into a magnificent patchwork quilt. With your finished piece, you’ll be able to step back and see how it all fits together and where your plan is taking you.

This chapter will help you put the finishing touches on your plan, including crafting any outstanding sections and adding any crowning embellishments. We’ll make sure there aren’t any pieces missing. Plus, we’ll explore how to tailor your visual plan to suit the suits, if a loan or investor backing is what’s needed next in your business.

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Medium 9780874251968

Activity 34 Silencing Stress

Roy Bailey HRD Press PDF

34

Silencing Stress

Purpose

Our busy world is full of noise. The pace can be very exacting and take its toll on even the most “stress-resistant” people. But we can do something about it. We can learn to silence stress. The silencing method can be easily used to overcome stress and return to a calm, composed, and alert state.

Materials

Sufficient copies of Silencing Stress Schedule, Handout 34.1, for each participant

Time

• 45 to 60 minutes

• Suitable for individuals and small groups or teams

Method

1. Tell participants that managers live in a hectic, noisy world. This world is characterized by pace and chatter. Out of balance, it starts to undermine your health and performance.

2. Point out that this activity includes quieting the mind to become more resistant to noise, pace, and chatter. It is about keeping cool and calm when all around you are people who are hot and irritated.

3. Distribute Handout 34.1 and have participants practice it regularly, at least twice per day, morning and evening, and examine their development with this method.

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Medium 9781576759776

13 Life in the Box

Arbinger Institute, The Berrett-Koehler Publishers ePub

I looked up at the board again.

Yes! I cheered silently. All of this trouble happened because Bud betrayed a feeling that he had for Nancy. But I rarely have those kinds of feelings for Laura. And the reason why is obvious — Laura is so much worse than Nancy. No one would feel they should do things for her given the way she is. My case is different. Bud got into trouble because he betrayed himself. I’m not betraying myself. I sat back, satisfied.

“Okay, I think I get this,” I said, preparing to ask my question. “I think I understand the idea of self-betrayal. Check me on it: As people, we have a sense of what other people might need and how we can help them. Right?

“Yes,” Bud and Kate said, almost in unison.

“And if I have that sort of sense and go against it, then I betray my own sense of what I should do for someone. That’s what we call self-betrayal. Right?”

“That’s right. Yes.”

“And if I betray myself, then I start seeing things differently — my view of others, myself, my circumstances — everything is distorted in a way that makes me feel okay about what I’m doing.”

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Medium 9781605097275

Chapter 3 Play to Your Strengths and Control What You Can

Goodrich, Laura Berrett-Koehler Publishers ePub

Success with the Seeing Red Cars mind-set all begins with knowing yourself. If you know what you’re passionate about and what really interests you, and you know your strengths, they are yours; they are your intellectual property. You can take them anywhere. What trips people up is the challenge of maintaining intentional focus on their passions, interests, and strengths. If you don’t call them out, recognize them, and act on them with intention, your natural tendency to slip back into thinking about what you fear and are trying to avoid will reign. Remember, you get more of whatever you focus on.

Start with the knowledge of your passions, interests, and strengths, and then pay close, constant attention to what you can control, along with what you want and are working toward. Create for yourself mental pictures of your desired outcomes and the feelings associated with achieving those wants, and choose red objects or items to remind you of those desired outcomes. In other words, keep Seeing Red Cars. At those times when your positive outcomes mind-set is challenged, picture your Red Cars memory joggers in your mind and snap back into awareness and action. You can do it. It works.

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Medium 9781786390271

17 Challenges Facing the Sustainable Development of Slave Trade Routes and Trails in Cameroon

Olsen, D.H.; Trono, A. CABI PDF

17

Challenges Facing the

Sustainable Development of Slave Trade Routes and

Trails in Cameroon

Vreny Enongene* and Kevin Griffin

Dublin Institute of Technology, Republic of Ireland

Introduction

This chapter is a little unusual as it does not focus on a conventional pilgrimage trail or route, but instead, explores an emerging ‘product’ which has deep significance for the African American diaspora whose ancestors were enslaved and taken from Cameroon and surrounding areas, and shipped to the Americas and elsewhere. For these returnees, visiting the sites such as Bimbia port, where their ancestors were held captive is a deeply spiritual experience. Opportunities for restoring and benefiting economically from the extant slave-related heritage are great; however, the infrastructure for such tourism is still poorly developed.

The transatlantic slave trade, that saw the forceful movement of Africans from their homes at the hands of European slave traders, dates as far back as the early 17th century. While Sierra

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Medium 9781576752944

Chapter 3 Benefits of Disaggregation: The Revolutionary’s Bill of Rights

Yudkowsky, Moshe Berrett-Koehler Publishers ePub

Chapter 2 explained how to analyze an innovation: how it disaggregates, what it disaggregates, how it works, and what basic human desires it fulfills. In this chapter, I’m going to discuss another important matter: what benefits to expect from an innovation. The universal benefits of disaggregation are:

I call them “universal” benefits because they show up, consistently, whenever an innovation works by disaggregation; every example and every case study in this book demonstrates at least some of these benefits. If you’re a revolutionary—if you’re working hard on innovations that disaggregate—then this list is your bill of rights. Your innovation should bring you at least some of these benefits, and possibly all of them.22

When disaggregation triggers an avalanche, it’s not gravity that pulls on the rocks and gets them moving. It’s creativity, pushing from behind, that sends the avalanche roaring down the side of the mountain. Creativity is the force behind the avalanche—creativity, as it finally escapes from behind the rocks that were holding it back.

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Medium 9781599960647

Activity 34 Saying “No”

Elizabeth Sanson HRD Press, Inc. PDF

Activity 34

Saying “No”

Description

In this activity, the participants are divided into groups to debate set case studies and formulate guidelines for when to say “no.” After analyzing the feedback from these groups, the participants work in pairs to formulate sentences and phrases that they can use to say “no” in a variety of circumstances. New pairs of participants then practice delivering their prepared sentences and phrases.

Target Group

Support staff who find that they are being “pulled in all directions” to the detriment of the quality of their work or who are working excessive hours in order to complete their work

Objectives

To clarify when it is appropriate and constructive to say “no” to requests for work or help

To help participants find alternative ways of saying “no” that are acceptable to both themselves and the receiver

To enable participants to say “no,” maintain their self-esteem, and win the respect of others

Number of Participants

4 to 12 (ideally an even number for work in pairs)

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Medium 9781567263497

Chapter 5: Fostering Team Creativity: The Business Analyst’s Sweet Spot

Hass, Kathleen B. Berrett-Koehler Publishers ePub

As we look ahead into the next century, leaders will be those who empower others.

—BILL GATES

The need for effective team leadership in the business world can no longer be overlooked. Technology, techniques, and tools don’t cause projects to fail. Projects fail because people fail to come together with a common vision, an understanding of complexity, and the right expertise. Team leadership is different from traditional management, and teams are different from operational work groups. Successfully leading a high-performing, creative team is not about command and control; it is more about collaboration, consensus, empowerment, confidence, and leadership.

If a business analyst is to step up to the task of becoming a credible project team leader, she must have an understanding of how teams work and the dynamics of team development. Team leaders cultivate specialized skills that are used to build and maintain high-performing teams and spur creativity and innovation. Traditional managers and technical leads cannot necessarily become effective team leaders without the appropriate mindset, training, and coaching.

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Medium 9780253018663

7 Detailed Case Preparation

Howard H. Lewis Indiana University Press ePub

7

Detailed Case Preparation

What, then, was the task that now consumed my life—what were the flesh and bone of the argument that I had to make? On the one hand, there was the government’s scrap case, with all its discounts and unfavorable adjustments, which led them to offer the sum of $32 million for the entire Reading system, including all the leased lines such as the North Penn. On the other was our argument for value as an operating railroad with respect to the Class A and B properties and as scrap for the Class C properties. I really did not have much hope for the OCLDD valuation of $230 million, as the court had made it fairly plain that this would only serve as a backup in the event that there was no other way to “fairly” value the properties. There existed limited attacks on the government’s scrap value, as described earlier, but this wasn’t going to get us very far. Therefore, it was necessary to stress the continued valuation argument with respect to the Class A and B properties.

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Medium 9781576757659

Bainbridge Graduate Institute

Aspen Institute,, The Berrett-Koehler Publishers PDF

A Closer Look at:

Bainbridge Graduate Institute

Bainbridge Island, WA http://www.bgiedu.org/edu

WHAT THE SCHOOL SAYS:

The hallmark of the BGI program is the infusion of sustainability considerations into every single course, including the traditional MBA core. Our goal is to produce graduates who will lead their organizations to a more sustainable future.

Toward that end, what is emphasized is systems thinking, entrepreneurship and intrapreneurship, management and leadership, sustainability and social justice, as well as the traditional functional business disciplines.

A QUICK LOOK

NOTE: All information is self-reported data submitted to the Center for Business Education

COURSES*

Accounting (1)

CSR/Business Ethics (2)

Economics (2)

Entrepreneurship (2)

Environmental (1)

General Management (4)

Marketing (1)

Operations Management (1)

Quantitative Methods (1)

Strategy (1)

NOTABLE FEATURES

CORE COURSES:

Social Justice and Business

This course examines the role of business in community and society. Topics covered in this course include globalization, stakeholder analysis, community economic development, public-private partnerships, and social entrepreneurship.

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Medium 9780874252446

Activity 4: Did you hear that?

Ian Nicholls HRD Press PDF

50 Activities for Developing Supervisory Skills

Preparation

Photocopy Exercises 4.1 through 4.8 for each participant.

Method

1. Divide the entire group into teams of seven.

2. Each team consists of six members and an observer.

3. The team of six is to form a task force that will be given an instruction sheet (Exercise 4.1).

4. The observer is given a different instruction sheet (Exercise

4.2) and will not join in the activity. Observers are to record what they see and hear and report the findings to the entire group at the end.

5. When the task force(s) have been formed, hand the solution sheet (Exercise 4.1) to one member in each.

6. When the task force(s) have read the instructions, hand out an information sheet (Exercises 4.3 through 4.8) to each of the individual members.

7. Start the task and stop it after 30 minutes.

8. Reassemble the teams into the entire group for feedback.

9. Assess the results and see if any team completed the tasks.

10. Ask members of the team for their comments, in turn, about how well they worked together. Then invite the observer(s) to report their findings.

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Medium 9780749471217

14 Succession planning

Taylor, Peter Kogan Page ePub

Chapter Fourteen

Succession planning

Succession planning is a process that sensible organizations start by making sure that new employees are recruited and trained as needed to fill each role. The recruits are then developed through training and experience, and promoted into more challenging roles, so that everyone can move up a level.

Do we ever learn?

It seems sometimes that things never change. I was involved in a PMO consultant role and, after exploring the concept of a ‘balanced PMO’, we worked with a small team to decide on the top three issues. When this was completed and these three issues were boldly listed on a flipchart, one of the more senior project managers excused himself, left and returned a few minutes later with a piece of paper. On this paper was a printout of one PowerPoint slide that was dated two years earlier and had on it – yes, you guessed, the same three issues.

Story

My foray into project management began about 32 years ago as sales tech solutions were emerging. After a long run of being called in to fix the solution missteps of others, I attended a meeting where our IS director announced that our company would be implementing a laptop-based sales territory management system. After thinking about who might be tasked with the project if I was not, I went straight to the VP of sales and said that, if I was not appointed to act as the project manager, then I did not want to be called in to fix implementation issues (with a little more tact than that, but very straightforward). It was my first significant project and expanded my role from a minor IS liaison in marketing and sales to technical project management, training and support.

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Medium 9781902375106

7.3 Energy and Quality Management

Stephen Howard Chartridge Books Oxford ePub

CHAPTER 7

Energy, the Environment and Quality

7.1   Introduction

Since the early 1980s there has been a growing demand for organisations to reduce their environmental impact The major environmental impact of many organisations is that from their use of energy, whether directly using fossil fuels, or indirectly as electricity. Table 7.1 shows the importance of fossil fuel combustion to the emission of pollutants.

Table 7.1. Importance of fossil fuel use in the generation of air pollutants in 1992

Source: Department of the Environment, Transport and the Regions

While the removal of pollutants such as sulphur dioxide and nitrogen oxides is technically feasible at a price, no practical techniques currently exist for the removal of carbon dioxide from flue gases. It is the emission of carbon dioxide, however, which is one of the greatest causes for concern since it is implicated in the ‘global warming’ phenomenon.

Current solutions for tackling global wanning include:

The UK government’s long term policy appears to be moving away from nuclear power sources. The British Isles is well placed to exploit renewable energy sources. It has among the world’s best wind, wave and tidal resources. In 1996 renewables contributed energy sufficient to replace 1.72 million tonnes of oil equivalent (MTOE) - most of this was due to the use of bio fuels such as landfill gas and large-scale hydroelectricity generation.

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Medium 9781576753026

Chapter Six Artistic Processes in Business

Davis, Stan Berrett-Koehler Publishers ePub

Between inputs and outputs are the processes that get us from one end of the flow to the other. The economic processes are R&D, manufacturing, distribution, and marketing. The artistic processes create something, produce and present it, and then connect with the audience: “create produce connect.” Our purpose in this chapter is to comment on artistic elements in each process and show how they can enrich these business basics.

The creative process, in art and in business, is where the breakthroughs happen, but they don’t happen by magic. As choreographer Twyla Tharp describes in The Creative Habit, there is a discipline to creativity.1 A series of activities almost always happen in order. Creativity isn’t so much a flash of genius as it is the duality of managed inspiration.

Producing a work, getting it ready for its audience, is a matter of practice and rehearsal. It requires both preparing the piece and preparing the performer. Some people’s presence makes their sales pitches sing and their presentations compel. This type of genius doesn’t just happen; it’s the result of hard work and careful preparation. Producing electrifying work is a matter of practiced presence.

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