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11: Strategies for Successful Interpretation Techniques in Visitor Attractions: The Operationalization of Guided Tours in Museums

Albrecht, J.N. CABI PDF

11

Strategies for Successful

Interpretation Techniques in Visitor Attractions: The

Operationalization of Guided

Tours in Museums

Marília Durão and Maria João Carneiro*

Department of Economics, Management, Industrial Engineering and Tourism,

Universidade de Aveiro, Portugal

11.1  Introduction

Tourism attractions considerably influence the competitiveness of destinations.

Museums in particular play an important role as one of the most important attractions within cultural tourism. Interpretation is one of the most important methods for visitor management (VM), especially because of its ability to add value to any type of tourism attraction (de Rojas and Camarero, 2008; Weiler and Black, 2014).

Guided tours are one of the oldest, most effective and most valued techniques to deliver interpretation (Ham and Weiler, 2007; Munro et al., 2007).

The way interpretation techniques are implemented may significantly determine the appeal of the attractions for potential visitors. Extensive research into VM techniques and, specifically, interpretation, has been conducted in the last decade.

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Medium 9780874254983

How to Deal with Hot Buttons

Jonamay Lambert HRD Press, Inc. PDF

How to Deal with Hot Buttons

PURPOSE OF THE EXERCISE: To understand the meaning and implications of the term “hot button” and how this information fits in with the process of conflict resolution.

INTRODUCTION: We use the term “hot button” to describe what happens when person A does or says something specific that causes an extreme reaction from person B. Person A may not realize that he or she has “pushed the other person’s hot button,” thereby adding fuel to the fire and creating a greater misunderstanding.

WORKSHEET

Most of us have at least one “hot button.” When ours are pushed, it is almost impossible to respond in a constructive way, particularly when we are in the middle of a conflict. (Examples of hot buttons: ethnic slurs, stereotypes, namecalling.) List below any words, statements, or behavior that are hot buttons for you:

1. ________________________________

3. _________________________________

2. ________________________________

4. _________________________________

What strategies have you used to deal with your hot buttons?

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Medium 9781605092560

Chapter 7 Story as Core Communication

Baldwin, Christina Berrett-Koehler Publishers ePub

Story is a map of human experience. It has chronology, character, scene, and insight. A teller needs a listener; a story needs to be “caught” to be complete—and circle provides the perfect container for “catching stories.”

Stories anchor learning. Human beings are storytelling creatures. The well-known twentieth-century anthropologist Laurens van der Post is said to have proclaimed, “Ninety percent of everything we know about being human we have learned through story.” We are the only species that relies as deeply on communication of experience as on actual experience. You can teach a child to look before crossing the street by the power of a story—by explaining consequences and telling stories of what has happened before. Learning though association is part of van der Post’s 90 percent: our chances for survival are greatly enhanced by this capacity to change our behavior through listening to the passed-along experiences embedded in the stories—of others.

The ability to learn vicariously, to communicate our accumulated knowledge and understanding, and to share both previous and anticipated outcomes is the essential definer of our humanity. Not only can we share what we know, but we can also share our dreams and aspirations and our grand imaginings of what the universe is and our place within it.

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Medium 9781605099316

Chapter 4: Teach Skills to Navigate Organization Politics

Axelrod, Wendy Berrett-Koehler Publishers ePub

“WHICH WOULD YOU PREFER: to be right and have no one listen, or to be useful and have a fan club?”

Years ago, Leah’s manager put that question to her. She was confident that she had the best solution for a new balanced scorecard tracking process. Even though her idea may have been cutting-edge and effective for other organizations, it simply wouldn’t fly in their company. He helped Leah understand that no matter the strength of the technical solution, the process would flop without sensitivity to what would work for their company’s managers. Better to modify the approach, give managers the tools that would work well for their situations, and watch the process take root and bloom, he suggested. “Seek success rather than perfection.” That five-word phrase has been a very sticky lesson for her over the years; she has used it as sage guidance to address tough organization politics with skill.

For a long time, exceptional developing employees (EDEs) have been telling us about the significance of increasing organizational political awareness and amplifying the accompanying skills. Wendy has heard this loud and clear as she helped build and lead a very successful mentoring program in the Philadelphia area for early-in-career professionals (typically in their late twenties). Year in and year out, the career-enhancing insight mentees rave about is the importance of managing organization politics. Likewise, the EDEs in our research sent the same message. Interestingly, they called out the practice of learning to navigate organizational politics more distinctly than the exceptional development managers (EDMs) we interviewed. When asked about the biggest impact their best developmental managers had on them, a large number of EDEs stated that they were taught to navigate the political terrain and what a huge difference that made for their effectiveness and recognition in the organization. They told us, “My manager expanded my thinking about the impact of culture,” “He helped see what was required to truly apply my craft,” and “She asked me phenomenal questions to help me understand my stakeholders and how to engage them.”

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Medium 9781576754054

A Parting Blessing

Wheatley, Margaret J. Berrett-Koehler Publishers ePub
Medium 9781576750698

A. “Make a Case for Telecommuting” Guide

Dinnocenzo, Debra Berrett-Koehler Publishers PDF

Appendix A

“Make a Case for Telecommuting”

Guide

You may be interested in telecommuting and ready to experiment with it before your employer has given it much consideration. While this circumstance is not uncommon, you certainly can increase your odds of gaining approval for telecommuting by being uncommonly prepared in the way you propose and plan your telecommuting arrangement. Depending upon your company, your job, your boss, and the current state of business at your company, you may need to have several meetings with people from various departments, as well as numerous discussions with your boss.

Bear in mind, also, that while your boss may be very supportive, you may need to supply additional information for your boss to use in persuading other managers or executives to approve your proposal. This may involve meetings, presentations, and written (as well as rewritten!) proposals. To streamline and focus your effort, use the following guidelines for exploring and initiating an implementation of telecommuting for your job. (Consult the addendum to this

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Medium 9781576751886

Chapter 6: Vision in the Smallest Enterprises

Jamie S. Walters Berrett-Koehler Publishers ePub

AS A YOUNG MAN, mythologist Joseph Campbell reportedly wrote in his journal, “Business, as I have seen it so far, reduces living men to dull machines, that go on from day to day working at stupid tasks with not the slightest idea of what they’re working for.”1 A big-vision small business requires a clear, inspiring, high-reaching vision that guides and sustains the big-vision business owner on his or her journey. But what does vision mean to this entrepreneur when it is compared to the standard and somewhat staid vision or mission statements that are routine in most organizations? How formal does the inspired-visioning process, and correlated planning, have to be so that the visionary small enterprise doesn’t become “a dull machine”?

Visioning and planning can, at least to many small-business owners, seem the domain of large corporations, where legions of people are hired to do just that. In most corporations, vision statements tend to be simple descriptions of quantitative goals—with most being far from visionary. As for organizational planning, the traditional parameters often come from professors in university business schools who consult to large entrepreneurial ventures or multinational corporations. On the bookshelves of your local bookstore or library, many of the books on planning are geared to these larger companies and seem to carry an assumption that such big-company planning processes are appropriate for small enterprises as well. But most of these resources don’t speak to the unique needs of the business comprised of two to thirty people. For big-vision small-business owners, traditional visioning and business plan models can seem uncomfortably similar to wearing an ill-fitting shoe.

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Medium 9789383828432

Ch_18_F

P.S.Sona Laxmi Publications PDF

74 A Practical Manual of Pharmaceutical Engineering

Where, d rs ro g

= Diameter of the particle (m)

= Density of the particle(g/cc)

= Density of liquid (g/cc)

= Acceleration due to gravity (m/s2)

From this equation it is possible to determine the terminal velocity of particles of known diameter.

Say suppose particle of size 40 mm, 20 mm etc.

If a suspension taken in a container of known volume, let the height of the suspension in the container is Ho. It is possible to determine the velocity of settling,

V = Ho/t

� (Eq: 18.2)

After rearranging the equation one can find out the settling time for particles of interest. By applying this concept it is easy to separate particles of different size by pre calculating the time for them to settle completely. This experiment allows an easy mode of separation of particle of interest by performing simple decantation procedure.

PROCEDURE

1. Prepare slurry of calcium carbonate in water (5 g/100 ml).

2. Add this slurry into a beaker (I) and make up to the mark depending upon the capacity of the beaker.

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Medium 9781576751794

CHAPTER 40: DESIGNING AN IMPLEMENTATION PLAN

Levine, Stewart Berrett-Koehler Publishers ePub

I will view all lands as though they belong to me, and my own as though they
belonged to mankind. I will so live as to remember that I was born for others,
and I will thank nature on this account; for in what fashion could she have done better for me? She has given me alone to all, and all to me alone.… I will do nothing because of public opinion, but everything because of conscience.

—Seneca

I hope you find Seneca’s remarks inspiring. I hope that at this time you have been able to recognize the value of agreements, and that you are motivated to change the world in your immediate vicinity out of a consciousness of conscience because you have come to recognize that it is a better way.

If you like what you just read and find yourself motivated to make changes in your home, family, or organization, there are some key things you need to keep in mind before you start to impact any culture. Exactly how you move forward depends on the context. There is no cookie-cutter right way to start a change process. Only you know the players and the territory you will be navigating. Here are some guiding principles I have found useful.

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Medium 9781576754481

1. Understanding the Coaching Field

Underhill, Brian O. Berrett-Koehler Publishers ePub

The word coach derives from 15th-century Hungary,1 referring to the village of Kocs, where fine transportation coaches were first constructed. The purpose of a coach was to transport people from where they were to where they wanted to go.

Similarly, executive coaches facilitate the transportation of leaders to new levels of development and effectiveness. The optimal conditions for the journey include an integrated organizational system and human resources (HR) or leadership development (LD) practitioners to facilitate the journey, a coach trained and appropriate for the job, and a leader eager (or at least willing) to be transported somewhere.

A good place to start is to set the executive coaching foundation and build from there. What is coaching? Why do coaching? Who receives coaching? We’ll take a further look into these basics in this chapter.

Scroll through the academic, consulting, and other literature and you will find about as many definitions of executive coaching as there are coaches in the marketplace. Here are a few examples:

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Medium 9781855753587

4: Reflexive inquiry for organizational development

Christine Oliver Karnac Books ePub

Chapter Four explores the relationship between content, structure, and process in the management of dialogue, at different levels of intervention and hierarchy, and with different sizes of group. This is explored through a description of organizational development work with a Christian mission organization (we will call it CMO) in London.1 First, I connect an RI approach to working with groups with the wider literature of large group work, in particular that of future conferencing, a hybrid of future search and search conferencing (Ryan, 2004). Then I distil the principles of RI into some guidelines for designing structures for group dialogue. I go on to describe the aims, designs, and processes of four group events within the mission agency, one in greater detail than the others, to show the workings of RI in facilitating dialogue for organizational development with both large and small groups.

Future conferencing and RI

Future conferencing originated in the 1960s as a methodology for facilitating leadership decision-making and effectiveness, particularly in relation to strategic planning (Emery & Purser, 1993). The methodology has developed and is used internationally to facilitate the creation of effective proposals and plans for action in a variety of contexts. A future conference is “a method for enabling diverse groups of people to create a set of proposals or a plan based around their common future” (Emery & Purser, 1993, p. 2). It organizes small and large group discussions around a specific task and output. RI fits with this definition, in that it facilitates the development of plans for action through a process of collective meaning-making. However, its relationship to time will usually be more complex. The task will always be defined in the language of learning, for the purpose of facilitating future functioning, but may require a reflexive focus on the workings of the past in order to achieve that, whereas future conferencing, like AI, privileges a future focus. An RI focus will not necessarily be related to future corporate strategy but may be connected to a particular cultural theme, e.g., the development of leadership or team; the development of systems; or the management of relational boundaries.

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Medium 9781626563254

#5 Be Truthful

Manning, John Berrett-Koehler Publishers ePub

This book would not be complete without a lesson on truthfulness. Telling the truth is more than just a key aspect to good leadership. It is the best way to live your life. Our level of integrity defines who we are at our core. Truthfulness is the golden thread that binds good lives, good relationships, and our very legacy. Over the course of my career, I have conducted hundreds of job interviews, and most candidates tell me one of their values is integrity. Why? Because being an honest person who speaks and acts truthfully is so integral to living a good life, maintaining wonderful relationships, and establishing that great legacy.

The Disciplined Leader consistently tells the truth. Of course, being truthful is always easier when you are talking about the good stuff at work. Obviously, it’s much more challenging when you’re talking about what’s gone wrong or giving bad news. The longer I live and participate in the business world, the more I realize telling the truth is almost always the correct choice, painful or not. There are ways to communicate with tact; a harsh reality can be delivered in a constructive way.

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Medium 9781576751732

Merchandise

Gallagher, BJ Berrett-Koehler Publishers PDF
Medium 9781626562462

Nine Mass Collaboration

Garan, Ron Berrett-Koehler Publishers ePub

Mass Collaboration

Our global society is producing data at an exponentially increasing rate. Data enables decision makers to determine the most effective ways to address their most critical challenges. Countries, cities, and communities that can identify key issues, determine where their most vulnerable citizens are located, and understand the needs they face are equipped to accurately determine how to best apply limited resources to achieve solutions. But data by itself is insufficient. We also need tools to analyze that data and to translate the analysis into more effective and targeted approaches that can dramatically improve society’s ability to meet our grand challenges.

Fortunately, along with the dramatic increase in our ability to produce data, there also have been recent developments in the power and ability of tools to analyze, make use of, and communicate the insights of that data worldwide. Among these developments is the use of crowdsourcing to process data in what is commonly known as a hackathon or codeathon. These mass collaborations are organized around various themes and were born out of a public–private initiative called Random Hacks of Kindness. Other ingenious mass collaboration tools include ReCAPTCHA and Duolingo, which tap the previously unutilized, distributed efforts of millions of people to perform massive tasks—often without users knowing they are taking part in a mass collaboration. These efforts share in common a desire to make use of massive data stores to create social and/or environmental good, and such data sets may come from anywhere, including NASA.

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Medium 9781576754993

CHAPTER 6 Step 3—Action: Moving Forward

Kennedy, Debbe Berrett-Koehler Publishers ePub

After years of telling corporate citizens to ‘trust the system/many companies must relearn instead to trust their people—and encourage their people to use neglected creative capacities in order to tap the most potent economic stimulus of all: idea power.

—Rosabeth Moss Kanter
Author, Change Masters, and professor,
Harvard Business School

The primary action that will unleash the idea power in businesses and in society is dependent on putting our differences to work. As we are learning, for most of us this will require personal actions, including a shift in how we think, behave, communicate, take personal responsibility, and make decisions with everyone’s interests in mind.

Moving into action challenges the best of us, because action itself is a paradox. On one hand, it is the hallmark that has preceded every innovation, act of leadership, and accomplishment since the beginning of time. Think about one of your own achievements, great or small. Remember that first important step forward. It was freeing, wasn’t it? It felt good to be in motion. Heading in the right direction. Doing, at last!

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