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Medium 9781902375106

8.3 Objectives (Where do we want to go?)

Stephen Howard Chartridge Books Oxford ePub


Saving Energy Through People

8.1   Introduction

The realisation of many of the low cost energy saving options identified during an energy audit (Chapter 4) is dependent on the willingness of those using the energy to take the necessary action to make the savings.

To equip the people in any organisation to save energy will require raising their motivation, commitment and awareness to actively reduce avoidable energy waste.

A comment often heard when attempting to initiate people solutions is “We’ve already tried that and it didn’t work.” The reality is that some organisations have attempted a half-hearted energy awareness programme at some point in the past with no real commitment on behalf of management and few resources.

In order to mount a successful energy campaign the following elements must be considered:

These elements could be achieved by asking and answering a number of key questions:

8.2   Identifying Needs (Where are we?)

The first step in a successful energy awareness campaign is to understand the present situation. Unless this is done it is impossible to set realistic objectives or develop effective strategies.

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Medium 9781576751831

7 Can We Overcome Human Nature by Trying to Control People?

Lebow, Robert Berrett-Koehler Publishers ePub

Lucy stared out the window into the distance, no longer making eye contact with either Pete or Kip. After a few moments, she said, “Gentlemen, I thank you both for a great and interesting discussion. But I need to get some work done. I’m free for dinner, say, about five-thirty?”

Turning to Kip, she said, “Mr. Kiplinger, let’s just say we agree to disagree at this point, shall we, but I do like your company. Mr. Williams, it was a pleasure meeting you.” Lucy smiled and rose, walking through the dining car toward her compartment. As she passed the cigar-chomping Hank Striker, she glared at him with an air of disgust.

Lucy had been wrong about being invulnerable to a new idea. Kip’s story had caused her to think some uncomfortable thoughts about her present philosophy and beliefs. GE was one of the organizations she had worked at in the Northeast, and she knew Kip wasn’t far from the truth about Welch’s personal impact.

She also knew that she would see Kip and Pete again that evening and wanted to be open to hear these new ideas. Finally, if they were right, she was prepared to jump ship and join a new navy—that much she knew about herself. She wasn’t stuck on one idea or philosophy if it no longer made sense.

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Medium 9781576753798

39. Strategic Forum

Holman, Peggy Berrett-Koehler Publishers PDF

39 chris soderquist

Strategic Forum

Tell me, I forget.

Show me, I remember.

Involve me, I understand.

—Ancient Chinese proverb

Real-Life Story

In March 2005, a nationally known health-care provider wished to develop a long-term strategy for delivering dialysis services. The dialysis system is notoriously hard to manage due to a wide variety of factors: high expenses (both operating and capital investments), technologically sophisticated processes requiring a variety of staff skills, burnout and rapid turnover of nursing staff, and patient scheduling conflicts. Also, dialysis is often the result of a progressive disease that saps the strength and morale of patients and staff. Further, Medicare regulations dictate a treatment regimen that medical professionals consider less than ideal—so to provide exceptional service usually takes the organization into the red. In addition, with the surge in adult onset diabetes that is expected to result from an increasingly aging and obese population, there is the potential for demand to overwhelm capacity in the near- to midterm.

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Medium 9781576750568

CHAPTER 5: Life in the Underground

Owen, Harrison H. Berrett-Koehler Publishers ePub

Although Mother and her friends might not have liked the image, I think they operated very much in the underground. From the viewpoint of those “in charge,” they were definitely off the books and not in control of the normal levers of power. Despite this—actually, because of it—they managed to accomplish much deemed impossible by those who thought they determined the nature of possibility. Leadership in the underground was not without its power, albeit power that manifests itself in some basic, counterintuitive, not to say mysterious ways.

As we experience the dissolution of the structures and controls by which we have always done business, we may do well to take another look at that elemental world. The return to basics is partially a nostalgic revisitation of a simpler age, but it is not necessarily bad for that reason, because it may well be that we missed some important things along the way to our future.

On the simplest level, what we discover are the informal organization and the informal communication system. But these discoveries, I think, are only the beginning, and a rather superficial beginning at that. Under normal circumstances, the informal system is understood to be more primitive and less sophisticated and evolved than the formal system. There is a sense in which we have intentionally, and thankfully, left the informal way of doing business behind in our ascent to the present rational mode. The informal system is seen as “less,” and the formal system as “more.”42

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Medium 9781599960661

5-Mission Engagement

Peter R. Garber HRD Press PDF

Part I–Understanding Employee Engagement


Mission Engagement

Activity Description

Time Guideline: 45 minutes


To explain and emphasize the importance of having a clear plan or mission when beginning a new initiative such as employee engagement in an organization


Participants are provided information on the importance of a mission statement and its use and application in a change or transition process in an organization. A sample employee engagement mission statement is provided.


Handout 5.1


Begin the activity by explaining that creating a mission is often the first positive step toward achieving desired organizational change. To achieve any change, you must first identify exactly what it is you hope to achieve. Without articulating your vision for what you want to have happen in the future, you won’t be able to establish the direction you need to reach your desired goals. Without a clearly defined mission, you will be like a traveler setting off on a journey without a map or even a destination.

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Medium 9780874251791

Appendix 2Slides/Transparencies

Teresa Williams HRD Press, Inc. PDF
Medium 9781780645353

17: Farm Support in Ukraine and Russia under the Rules of the WTO

Schmitz, A. CABI PDF


Farm Support in Ukraine and Russia under the Rules of the WTO

Lars Brink*

Independent Advisor, Chelsea, Quebec, Canada


Ukraine acceded to the WTO in 2008 and Russia acceded in 2012. As WTO members, Ukraine and Russia have binding commitments not to exceed given levels of farm support. The ceilings apply to the sum of certain types of domestic support, calculated in a particular way. This chapter reviews the policies and support measurements in the base periods for the two countries’ WTO commitment levels. Also, it examines the farm policy evolution in

Ukraine and Russia since WTO accession in terms of compatibility with their WTO domestic support commitments. It gauges the potential for using budgetary support data from OECD policy monitoring to preview the classification and measurement of support for WTO reporting. This chapter assesses the latitude the two countries will have in the future to provide farm support that is limited by WTO commitments or that is exempt from those limits.

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Medium 9781576754993

CHAPTER 10 Innovation at the Verge of Differences by Joel A. Barker

Kennedy, Debbe Berrett-Koehler Publishers ePub

We must be reminded not only of what we know, what we can do, but of what we do not know, what impossibilities still remain to be accomplished, or at least tried? Our task is to remain aware of these verges and to keep the borders open to a competitive world of new ideas.

—Daniel Boorstin

Chief Librarian of the Library of Congress, historian, professor, attorney, and author, The Seekers

My discovery of the importance of verges for twenty-first-century innovation started with a short article in Science News, on August 9, 1997, followed by an extended article in Discover magazine in December of that year. The essence of those articles was this: Much to the surprise of some scientists, very significant and radical biological innovation occurs farthest away from the heat of competition. In particular, it occurs where two ecosystems meet, at the edge or verge. (The ecological term for verge is ecotone.)

I adopted the term verge and define it the same way Daniel Boorstin does: where something and something different meet. The importance of this definition is that it works both for biological examples and human cultural and technological examples.

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Medium 9780874259223

Chapter 17 - 25 Ways to Conduct Non-Threatening Competition

Marlene Caroselli HRD Press, Inc. PDF

Chapter 17

25 Ways to Conduct Non-Threatening Competition

Chapter Overview

From the outset of our lives, we learn that sometimes we get what we want and sometimes we don’t. In infancy, we learn that if we cry loudly enough and long enough, we can usually get someone to attend to our needs. But once we have passed the infancy stage, we learn all too quickly about success and failure. We stumble as we learn to walk, but we learn to get up again. And, once we learn to use words, we learn the power of the word “no” and its ability to nullify our wishes.

Even though we’ve become quite familiar with the concepts of winning and losing before we even enter school, some people are still uncomfortable with competition. Personally, I think it adds a dynamic quality to classroom interactions—but only if the competition is non-threatening. Here are 25 ways to make it so.


Ask groups to decide if they want to engage in competition.

You can pass out scraps of paper and have individuals vote, or have the group leader ask group members for their preference, or you could ask for a show of hands.

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Medium 9781576751602

CHAPTER 8: Key #3: Let Teams Take on More of the Hierarchical Roles

Blanchard, Ken Berrett-Koehler Publishers ePub

During the discouragement stage of changing to empowerment, people may feel very alone, seemingly unaware that others all around them are experiencing the same concerns. Some of the issues and questions that will be going through their minds are as follows:

It is interesting to note that everyone experiences many of these same feelings, although each person thinks he or she is alone in the disillusionment. Unfortunately, the voices that tend to be heard most often during this stage are the voices of those with negative attitudes about the change to empowerment. The valley of discouragement is deep and the sides of the valley are steep. Sometimes it is hard to see how to get out, and this uncertainty applies to both team members and leaders. The solution lies with the team members and leaders, but in changing to empowerment people tend to have many questions about how teams can help.

In one company in the information services industry, the teams made a conscious effort to identify the talents of each team member. They called it a team assets inventory, and the result was made public to all team members. Then when issues arose that related to a particular expertise, the appropriate person was encouraged by the team leader to take a leadership role in working on that issue. The team members were reluctant to use their talents until others on the team began to add their words of encouragement. With the stage set for sharing leadership, more and more team members began to recognize when they could make a contribution and began to step forward, sometimes with ideas or suggestions and at other times simply with words of encouragement and praise for others.

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Medium 9781780648620

4 The Central Role of Identity in the Arctic Periphery



The Central Role of Identity in the

Arctic Periphery

Sara Davoudi,*,1,2 Claes Högström1 and Bård Tronvoll3,4


Service Research Center, Karlstad University, Karlstad, Sweden;

–Service and Market Oriented Transport Research Group at Karlstad University, Karlstad, Sweden; 3Hedmark University of

Applied Sciences, Elverum, Norway; 4UiT The Arctic University of

Norway, Alta, Norway



The Arctic can be viewed as the periphery in a centre–periphery service system, where the periphery is characterized by a perceived relative scarcity of resources, and its local centres serve as platforms for exchange with the central units of the system (cf. Galtung, 1971). From a systems perspective (Vargo and Lusch, 2016),

Arctic tourism actors are nested in multilevel networks in which actors collaborate – that is, they cooperate and coordinate to achieve integration (Gulati et al., 2012) to create value in various ways. The present study explores how collaborating actors specialize in providing different kinds of service in value-creating systems of service exchange. From this perspective, use value (representing the consumer’s experienced benefit) is taken to be the main explanatory mechanism in a system’s creation, based on the assumption that this affects consumers’ purchase behaviour and willingness to pay (Priem,

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Medium 9780874252446

Activity 42: What has the company done for us?

Ian Nicholls HRD Press PDF

50 Activities for Developing Supervisory Skills




1. Ask the participants to consider what help the company provides to assist them in their decision making.

2. Allow 2 to 3 minutes for the group to write down answers.

3. Ask the participants one by one to read aloud their lists.

4. Write the answers on the flipchart.

Trainer Guidance

This activity can be used immediately following Activity 22 on decision making or as an introduction for any of the role play and subgroup activities dealing with discipline.

The participants usually find the question difficult to answer at first and may need prompting. Once the answers start to flow, there are many items that might be included such as those shown below: agreements attitudes authority budgets codes of conduct colleagues common sense competition conflict deadlines disciplinary procedure employment conditions experience grievance procedure handbook head office holidays

hours of work incentives information job description legislation manuals money objectives orders organization chart pay performance personnel plans policies practices precedents

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Medium 9781605094113

3 Clarify Your Values

Tracy, Brian Berrett-Koehler Publishers ePub

One Universe made up of all that is; and one God in it all, and one principle of Being, and one Law, the Reason, shared by all thinking creatures, and one Truth.


One of the most important characteristics of leaders, and of the most successful people in every area of life, is that they know who they are, what they believe in, and what they stand for. Most people are confused about their goals, values, and ideals, and as a result, they go back and forth and accomplish very little. Men and women who become leaders, on the other hand, with the same or even fewer abilities and opportunities, go on to great accomplishments in whatever they attempt.

Life is lived from the inside out. The very core of your personality is your values. Your values are what make you the person you are. Everything you do on the outside is dictated and determined by your values on the inside, whether clear or fuzzy. The greater clarity you have regarding your values on the inside, the more precise and effective will be your actions on the outside.

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Medium 9781576753194

♦ CHAPTER FIVE ♦ … And What They Did About It How the framers of the American system restrained corporate power (1787-1850)

Nace, Ted Berrett-Koehler Publishers ePub

I hope we shall crush in its birth the aristocracy of our monied corporations which dare already to challenge our government to a trial of strength, and bid defiance to the laws of our country. —Thomas Jefferson, 1816

WHEN I FIRST READ this quote by Thomas Jefferson about crushing “the aristocracy of our monied corporations” in the cradle, I assumed that he was engaging in a mere flight of rhetoric, not literally proposing that corporations be eliminated. Indeed, by 1816 getting rid of the corporation was no longer a viable political option, but it is worth noting that a man of Jefferson’s political longevity could actually recall a time when such institutional infanticide would in fact have been quite possible. Immediately following the revolutionary war, the corporate presence in America had fallen virtually to nil. At the time of the Constitutional Convention in 1787, only six business corporations other than banks existed in the United States: one for organizing a fishery in New York, one for conducting trade in Pennsylvania, one for conducting trade in Connecticut, one for operating a wharf in Connecticut, one for providing fire insurance in Pennsylvania, and one for operating a pier in Boston.

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Medium 9781599961965

#35: Crisis Critiques

Marlene Caroselli HRD Press, Inc. PDF

#35: Crisis Critiques


Participants will work in small groups on a number of problems that call for careful analysis. Each group will then create a checklist of steps to be taken when corporate crises occur.


To provide practice with problems requiring critical thinking.

To ascertain the steps involved in the “damage-control” process.


Copies of Worksheet #35-1, one per participant

Overhead projector

Five or six blank transparencies

Pens for writing on transparencies


35–45 minutes



Makes copies of Worksheet #35-1. Put tables and chairs into formations that allow four or five participants to work together.



This exercise, which works with any number of participants, can be employed at any time during the instructional day. As an opener, it stimulates collaboration among participants and underscores the need for participants to use critical thinking throughout the training session (no matter the topic). As an energizer, it is a good change-of-pace activity, bound to re-awaken interest because of its real-world familiarity. As a session-closer, it reinforces the need for participants to think analytically when they return to the workplace, where crises invariably occur.

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