“Appreciative Inquiry is the cooperative search for the best in people, their organizations, and the world around them. It involves systematic discover of what gives a system ‘life’ when it is most effective and capable in economic, ecological, and human terms.” Cooperrider, D.L. & Whitney, D
It is a methodology aimed at the development of the organization based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is in itself transformational.
The process used to generate the power of Appreciative Inquiry is the 4-D Cycle:
Discovery - Dream - Design - Destiny
Discovery: The Discovery phase is a diligent and extensive search to understand the "best of what is" and "the best of what has been."
Dream: The Dream phase is an energizing exploration of "what might be:"
Design: The Design phase involves making choices about "what should be" within an organization or system.
Destiny: The Destiny phase initiates a series of inspired actions that support ongoing learning and innovation - or "what will be."
School leaders and teachers are searching for a purpose and a sense of identity. We want more than just pay; we want a ‘sense of mission’. When you believe in a professional way of doing your job you have to be able to transmit this to all the people involved in teaching/learning process.
The Appreciative Inquiry methodology helps to create our identity and to transmit our values and beliefs. Educational institutions need to be knowledge rich, adaptable and permanently changing. We need to be able to design curricula according to our student’s individual needs.
1) The document discusses leadership, management, and change. It defines leadership as influencing others to achieve goals and management as accomplishing work through others.
2) Managing change in an organization is complex and often essential for development. Change can focus on structure, technology, people, or tasks.
3) For change to be successful there must be dissatisfaction with the current situation, a clear vision and model for change, an effective process, and resistance must be overcome.
4) The document also discusses charismatic leadership and how it differs from transformational leadership, with the latter focusing more on higher purpose and values rather than personal charm alone.
The document discusses the differences between leadership and management, with leadership focusing more on long term vision, change, and inspiring others while management prioritizes stability, procedures, and short term goals. It also examines different types of leadership including situational, transitional, and hierarchical leadership and how managers can transition to become effective leaders.
John Kotter's 8-Step Change Model provides a framework for successfully implementing organizational change. The 8 steps are: 1) Create urgency, 2) Form a powerful coalition, 3) Create a vision, 4) Communicate the vision, 5) Remove obstacles, 6) Create short-term wins, 7) Build on the change, 8) Anchor the changes in corporate culture. Following these steps helps ensure that necessary changes are properly defined, communicated, and guided to completion through leadership and employee buy-in at all levels of the organization.
ГИД ПО САМОРАЗВИТИЮ-ПЕРСОНАЛЬНОМУ И ПРОФЕССИОНАЛЬНОМУ. РАЗВИТИЕ В ГРУППЕ.
1)Самооценка(сильные стороны- слабые стороны-возможности-риски). Приоритеты. Планирование действий. Развитие навыков.
2)Работа команды-работа в команде. Стадии группового развития. Взаимодействие в группе.
3)Самоанализ.
A leader is defined as a person who influences others towards achieving a goal. To be an effective leader, one must have followers who trust them. Key attributes of good leadership include having a deep commitment to the goal, the ability to visualize success, and being worthy of others' trust. Effective leadership requires understanding followers' needs and motivating them through two-way communication that depends on the specific situation. Traits, skills, inspiring a vision, and inviting participation are important factors in leadership.
ReadySetPresent (Empowerment PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Increasing empowerment in the workplace increases self-confidence, courage, and strength in each employee. Empowerment PowerPoint Presentation Content slides include topics such as: slides on a leader's role, 7 benefits of empowerment, empowerment in practice, various guidelines, 6 slides on empowered teams, 20+ tips for empowering employees, 9 rules of empowerment, 4 empowerment dimensions, building contracts with employees, 4 keys to assisting integration, 5 slides on building employee contracts, five types of empowerment, skills needed to empower, 7 slides on empowered decision making, 5 types of managerial control, 4 slides on when to empower, how to’s and more!
The document provides an overview of monitoring and evaluation methods for programs. It discusses key concepts like monitoring, evaluation, attributes of each, and who conducts them. The five phases of evaluation are outlined: planning, method selection, data collection and analysis, reporting, and implementing recommendations. Specific monitoring and evaluation tools are also described. The overall summary is:
Monitoring and evaluation follow a five phase process including planning, method selection, data collection and analysis, reporting, and implementing recommendations to improve programs. Key concepts like monitoring, evaluation, attributes of each, tools used, and who conducts them are outlined.
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
Learn what transformational leadership is, the qualities of a transformational leader, how they transform themselves, others, organizations, the world! Discover the impact that your being a transformational leader can have on bringing about a change in the world that we need to see that is in the best interest of everyone, a moral change.
Transformational leadership is a process that inspires and motivates followers to achieve organizational goals. It was initially introduced by leadership expert James Macgregor Burns and further developed by Bernard Bass. There are four key components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. While transformational leadership has some limitations, it is an effective approach for transforming organizations.
Transformational leadership is a leadership style that inspires followers to accomplish more than expected through motivation. It believes in raising followers to higher levels of motivation and morality. There are 4 components of transformational leadership: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation. Transformational leadership can transform organizations by implementing a clear vision and inspiring passion throughout the organization. It focuses on developing future leaders and improving performance through motivation rather than negative reinforcement.
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
This document discusses the role of change agents and leadership. It describes change agents as people who act as catalysts to manage change. It lists the skills required for change agents, such as being able to sense the business environment and maximize information flow. It then discusses the concepts of Level 5 Leadership from the book "Good to Great", where Level 5 leaders channel their ego away from themselves and into building a great company. The rest of the document outlines the key concepts from "Good to Great" that led to breakthrough results, including getting the right people first, confronting brutal facts, having a hedgehog concept, creating a culture of discipline, using technology accelerators, and pushing the flywheel of success through consistent efforts over time.
This document discusses situation analysis and priority setting in healthcare planning. It describes situation analysis as the first stage of planning, which involves analyzing the current healthcare situation to understand problems and their causes. Key aspects of a situation analysis include population characteristics, infrastructure, health needs, available services, and resource efficiency. Priorities are then set based on criteria like health impact, equity, and public demand. Objectives are established in a hierarchy from goals to targets. The document provides examples of techniques used for situation analysis and priority setting.
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Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
The document provides an overview of mentoring and coaching skills training. It defines mentoring as a long-term relationship focused on career development, while defining coaching as short-term and focused on specific goals. The training covers best practices for mentoring including the roles of mentors and mentees. It also outlines performance-based and skills-based coaching processes. These include diagnosing issues, setting goals, demonstrating tasks, and providing feedback. The document differentiates mentoring and coaching to clarify their distinct purposes and approaches.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
The document discusses key principles and activities for leading corporate transformation and managing change effectively. It identifies five key activities for change management: 1) motivating change, 2) creating a vision, 3) developing political support, 4) managing the transition, and 5) sustaining momentum. It also discusses principles of change, types of resistance to change, and elements needed to enable change like change architecture, communication, and developing leadership, team, cultural and individual capacities.
- The document outlines an impact assessment framework for evaluating projects that aim to improve livelihoods through market systems development.
- It describes the basic elements of a project including goals, outcomes, outputs, activities, and inputs. It emphasizes measuring impact at each level while acknowledging decreasing levels of attribution as one moves from outputs to goals.
- The framework uses market maps and a participatory market systems development approach to facilitate empowerment, interactions, and communication among market actors to transform market systems and improve livelihoods.
- Indicators, logical frameworks, and case studies are provided to illustrate how to design projects, activities, and monitoring in line with the framework.
This document provides an introduction to Appreciative Inquiry (AI), an approach to organizational change that focuses on strengths and successes rather than problems. It describes AI's key principles of focusing on what works well and envisioning a positive future. The document then outlines the 4D model of AI, which involves defining a topic, discovering strengths, dreaming of possibilities, and designing organizational change. Learners are prompted to reflect on examples of personal change and complete AI exercises to help understand and apply the approach.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Appreciative Inquiry: Focusing on the Positive to Build Upon What WorksRobert Travis
Appreciative inquiry is a model that seeks to engage stakeholders in self-determined change by focusing on the positive aspects of an organization and building upon what works well rather than fixing problems. It was established in 1987 and involves discovering an organization's strengths through positive questioning, envisioning potential, designing plans, and implementing changes. The core principles include a constructionist view that organizations are socially constructed through language, a focus on positive questions and imagery, and an emphasis on strengths and potential.
The document discusses several theories and approaches for organizational change management including Lewin's force field theory, Kotter's 8-step change model, action research, and organizational development. Lewin's model involves three steps: unfreezing, moving, and refreezing. Kotter's 8 steps build on Lewin's model and include establishing urgency, forming a coalition, creating a vision, communicating the vision, empowering employees, creating short-term wins, consolidating gains, and reinforcing changes. Action research is a data-driven change process involving diagnosis, analysis, feedback, action, and evaluation. Organizational development seeks to improve effectiveness and well-being through planned interventions based on humanistic values.
This document discusses organization development (OD) and planned change. It defines OD as a planned process of change using behavioral science. Common models of planned change are presented, including Lewin's three-stage model of change and action research. The roles and competencies of an OD practitioner are outlined, including the demands of consulting and managing ethical dilemmas.
The action research model focuses on planned organizational change as a cyclical process with several main steps:
1) Entry and problem identification where a client senses problems that could be addressed with an OD practitioner.
2) Contracting where the practitioner and client assess each other and their expectations and resources for change.
3) Diagnosis where the practitioner gathers data to determine the underlying causes of problems.
4) Feedback of diagnostic findings to the client to identify organizational strengths and weaknesses.
5) Joint planning of actions for change based on the diagnosis and resources. Evaluation of results then feeds back into the process to guide further action.
This document summarizes several theories of planned organizational change. It describes Lewin's three-stage change model of unfreezing, movement, and refreezing. It also outlines Kurt Lewin's change model in more detail. Additionally, it discusses the action research model which views change as a cyclical process using research to guide actions. Finally, it introduces the positive model which focuses on an organization's strengths rather than deficits and uses appreciative inquiry.
This document discusses planned organizational change. It notes that planned change aims to prepare an organization to adapt to significant changes in goals and direction. Planned change attempts to impact technology, tasks, structure, and people within an organization. The process of planned change involves identifying the need for change, determining what elements need to change, planning how to implement the change, assessing forces that may drive or restrain the change, and taking action through the stages of unfreezing old behaviors, changing to new behaviors, and refreezing the changes. Managing organizational change is a complex process that requires considerable planning to be successful.
The document provides an overview of Appreciative Inquiry (AI), which is an organizational development methodology focused on identifying an organization's strengths and positive aspects to facilitate change. It discusses the key principles and 4-D cycle of AI, which includes discovery of an organization's positive core, dreaming about possibilities, designing the ideal organization, and destiny of implementing changes. The 4-D cycle is intended to unleash an organization's energy and potential for transformation. The document also shares examples of applying AI through appreciative interviews, identifying themes, and developing commitments and plans of action.
This document discusses Appreciative Inquiry and how it can be applied to agile teams. Appreciative Inquiry is a philosophy and process that focuses on what works well rather than identifying problems. It involves asking positive, open-ended questions to discover strengths and imagine possibilities. The document outlines how Appreciative Inquiry uses a 5 D process (Define, Discover, Dream, Design, Destiny) and appreciative interviews to shift a group's mindset. It provides examples of reframing questions from a problem-focused to an appreciative lens and suggests adapting Appreciative Inquiry through appreciative retrospectives and visualizing desired outcomes.
The session aimed to build understanding of future choices and responses in South Africa, identify key capacities and actions, and highlight skills within the group. Appreciative inquiry and open space technology were used. Discussions focused on initiatives like social media networks between NGOs, leveraging strengths and skills, de-politicizing collaboration, and generating solutions through open sharing. Next steps include taking discussions forward, connecting organizations, and implementing proposals like a collaborative fundraising concert. The session sought to foster shared leadership and community among NGO representatives.
Change the Conversation! Unleash Your Potential in a Complex World.pptxXPDays
This document outlines an interactive workshop on using deliberate developmental conversations (DDC) techniques to help participants uncover and reshape their meaning-making systems for navigating complexity. The workshop will explore inner complexity, sensing, meaning-making, and how developmental conversations can reveal these for oneself and others. Participants will have conversations using probing, provoking, supporting and reflecting questions to help reveal each other's sense-making systems. They will also practice using acknowledgment, articulation and reframing moves. The goal is for participants to gain insights into their own meaning-making and learn techniques that can be applied to future conversations.
Day 1- Importance of Relation Building.pptxKarthiyaBanu2
This document contains notes from a lecture on interpersonal skills and team dynamics. It discusses the 7 core components of team emotional and social intelligence using the TESI model: team identity, motivation, emotional awareness, communication, stress tolerance, conflict resolution, and positive mood. It also explains the Johari window model of self-awareness, which categorizes information about oneself into four panes based on what is known to oneself and others. The document provides tips on developing interpersonal skills and using goals to facilitate personal growth.
This document provides guidance on training others to be qualitative researchers. It emphasizes that training involves facilitating learning rather than just transmitting information. Effective learning involves getting trainees' attention, sharing objectives and content in digestible chunks with exercises, and allowing practice with feedback. The goal is to leave trainees with principles and a cognitive map to apply qualitative research skills to their work and continue learning on their own.
This document outlines a mini-retreat focused on igniting or re-igniting leadership passion. It introduces the SPARK framework for leadership, which stands for Start Within, Prepare New Thinking, Ask Great Questions, Reach Out and Draw Out, and Keep Noticing Successes. Each element of SPARK is then explored in more detail, with suggestions for how to apply it and prompts for self-reflection. Leadership approaches like Appreciative Inquiry and the Wheel of Change model are also referenced. The retreat is designed to help participants learn about and apply the SPARK mindset to their own leadership journey.
Dialogue for Organizational PerformanceConroy Fourie
The document discusses the importance of robust dialogue in organizations. It makes three key points:
1) Robust dialogue is important for effective decision making, innovation, and competitive advantage as it surfaces reality and different perspectives. It requires open-mindedness, candor over harmony, and informality.
2) Informality is critical for candor and debate, which invites questions and critical thinking. Robust dialogue ends with agreement and accountability.
3) Leaders must model robust dialogue and reward performance to encourage open exchange of ideas instead of political discussions where reality is avoided. Asking questions can help avoid jumping to conclusions.
1) The document discusses developing signature presence, which is the unique set of attitudes and assets that define how an individual shows up for others. It involves understanding one's strengths, values, and how to communicate in powerful ways.
2) The reflective journal prompts the reader to reflect on qualities of admired individuals, their own strengths and talents, values and virtues, and how to apply this self-knowledge to show up authentically for others.
3) Developing signature presence involves deep self-reflection to understand how to communicate one's essence and have confidence, ease and impact with others. The journal is designed to guide this reflective process of discovery.
Search Inside Yourself (Mindfulness Based Emotional Intelligence)Vasco Gaspar
Search Inside Yourself is a Leadership and Emotional Intelligence Program, based on Mindfulness and Neurosciences, that was developed and tested at GOOGLE to increase organizational performance and wellbeing, as well as to enhance the conditions for world peace, by inspiring leaders worldwide to become more wise and compassionate.
Moving beyond fear to collaboration action: the uncommon recipe for planning ...rshimoda2014
[National Park Service Rivers, Trails & Conservation Assistance Program]
There is hope for planners and resource managers who are trying to balance the competing interests of polarized groups. Drawing from many disciplines including community planning, mediation, facilitation, conflict resolution, social identity theory, neuroscience, and principles of non-violent communication, Joy Lujan is helping polarized communities move beyond their fears and find collaborative solutions to managing shared resources.
In river management planning processes, people everywhere have the same basic needs that must be met to move beyond fear, demands, and animosity to achieve successful outcomes. Designing planning processes that meet these core needs will help people work together more effectively and result in more implementable, broadly supported plans that address people’s most pressing interests while balancing resource stewardship.
When people perceive themselves as being in competition over how to use or manage a river resource much of the behavior people exhibit comes from fear that they are going to lose something they value or that something is going to be done to them. Without carefully designed processes, people become more and more entrenched in their positions. The most effective processes make it possible to for extremely polarized, deeply entrenched interests to engage in planning processes that moves them to a place of higher thinking and shared solutions.
As important as well designed processes, knowing how to effectively manage difficult internal, interpersonal, and group dynamics can be the key to whether a collaborative process is successful. This session will examine some common pitfalls at an individual level, at an interpersonal level and at the group level so that participants can better understand and effectively navigate difficult situations in collaboration.
Appreciative Inquiry, an organizational development method, is the study and exploration of what gives life to human systems when they function at their best.
This document discusses balancing advocacy and inquiry when communicating with others. It provides guidelines for expressing one's own perspective while also seeking to understand other perspectives. The key points are:
1) Advocacy and inquiry both have value, but should be balanced - one should lay out their own reasoning while also encouraging challenges from others and exploring other views.
2) Making one's thinking process visible helps others understand one's perspective, for example by explaining assumptions and how conclusions were reached.
3) Inquiring about others' reasoning and assumptions in a non-confrontational way can help uncover new insights, as can comparing different perspectives on an issue.
4) When disagreements arise, focus on exploring the
This document outlines a learning experience designed by Blank Page to help leaders develop their leadership skills. It discusses the importance of leaders sharing their values and vision with others to build authenticity. The learning experience will help leaders discover what is important to them and how it aligns with organizational values, design a strategy for their leadership brand, develop their vision for inspiring others, and get feedback on their leadership. Various sessions are described to help with communicating effectively, making smart decisions, and embracing compassion to build trust and break down barriers. Reflection, coaching, and reading are recommended to support ongoing learning.
The document is a StrengthsFinder 2.0 report that identifies Hina Junejo's top 5 themes as Activator, Self-Assurance, Connectedness, Command, and Harmony. For each theme, it provides a shared description and a personalized insight highlighting talents and strengths associated with that theme. The insights are intended to help the reader understand their natural talents and how they can apply their strengths.
The document provides an overview of leadership qualities and Stephen Covey's Seven Habits of Highly Effective People. It discusses that effective leadership requires understanding the big picture, empowering and developing teams, and adapting to different situations. It also outlines the seven habits which include being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand, synergizing, and sharpening the saw.
Seven habits of highly effective peoples - Gerhardtgenesissathish
The document provides an overview of leadership qualities and strategies for career success based on Stephen Covey's Seven Habits of Highly Effective People. It discusses the importance of understanding the big picture, empowering and developing people, and adapting to different situations. It also covers personal leadership through strategic planning, mentors, and continuous self-improvement. Teamwork, culture, and the four levels of leadership are examined. Finally, the seven habits are summarized with a focus on being proactive, beginning with the end in mind, and putting first things first.
Coralie Sawruk is a business consultant who helps leaders transform how their teams work together. She mentors ambitious professionals to develop their human skills and lead teams innovatively. The article discusses different types of strategic, critical, innovative, divergent, convergent, intuitive thinking and provides tips to develop each type of thinking such as observing trends, embracing debate, and shifting perspective from issues to opportunities. It also notes the global market for innovation management is expected to grow significantly in coming years.
The document discusses how to navigate uncertain times by surfing the waves of change towards shared wellbeing on a healthy planet. It advocates focusing on community and cooperation instead of individualism to create a more equitable and sustainable future for all.
Este documento presenta a Mercedes Viola, una experta en educación inclusiva, diversidad e idiomas. Detalla su educación formal en arquitectura e inglés y su experiencia trabajando en empresas de educación. También enumera las conferencias internacionales en las que ha hablado sobre temas relacionados con la educación, la inclusión, la comunicación intercultural y el desarrollo sostenible.
Teaching Everybody through Videconferencing IATEFL 2017Mercedes Viola
The document discusses an English language program called Ceibal en Ingles in Uruguay that uses videoconferencing to teach English to primary school students throughout the country. The program aims to provide inclusive and equitable education to all students, including those with disabilities or in socio-economically disadvantaged areas. Teachers in Uruguay, Argentina, the UK and US collaborate to provide team-taught English lessons to over 35,000 students per year, with the goal of eliminating disparities in access to education. The program has been successful in decreasing the gap in English language skills after three years of participation.
We are not living an era of change; we are living a change of era.
Power, to a very great extent, is becoming global and politics remains local. Disruptive innovation is changing our world.
There are no certainties, only questions to be discussed collectively.
The future, already here, of English teaching and EducationMercedes Viola
We are witnessing a change of era. Old paradigms are being put into question and new paradigms and ideas are emerging. There are some general agreements, but there is no final conclusion.
We need to redefine what we are educating for and why.
Educando colaborativamente en Ceibal en InglésMercedes Viola
Este documento habla sobre la educación como un derecho humano fundamental y la importancia de garantizar una educación de calidad e inclusiva para todos, citando los Objetivos de Desarrollo Sostenible. También menciona que la educación es el arma más poderosa para cambiar el mundo y comparte un video sobre cómo la educación puede transformar vidas. Finalmente, agradece a los participantes.
This document discusses teaching English during a changing era. It notes that we are currently in a period of change between eras, moving from the 20th to the 21st century. This represents a change in paradigm for education. The document emphasizes ensuring inclusive and equitable quality education for all through universal curriculum design and creating personalized learning plans to know our students. It argues that systemic change and building networks and alliances are needed to reflect on experiences and promote lifelong learning opportunities.
The document discusses the importance and power of storytelling in business contexts. It notes that storytelling taps into people's innate desire to hear and tell stories and can inspire people to act by inviting them to dream. Effective storytelling focuses on sharing the what, how, and why with passion, draws from personal experiences like a "grit that goes into the oyster makes a pearl", and should be planned, rehearsed, and involve truthful parables or stories that resonate with all human beings.
Inclusive Education in ELT - Education for AllMercedes Viola
Education should be inclusive at all levels and ensure the access of disabled children and teenagers to the same general education offered to all.
Inclusive Education means all students can fully participate in any mainstream school, college or university. It is a process of addressing and responding to the diversity of needs of all learners.
Since English is being taught in most schools and universities, it plays a crucial role in the design of an inclusive curriculum.
In this talk we will look at what inclusive Education implies and how we, English teachers, can create meaningful learning experiences for all.
Education should be inclusive at all levels and ensure the access of disabled children and teenagers to the same general education offered to all. Their right to equal educational opportunities is our obligation as educators.
https://www.youtube.com/watch?v=EFNIgg4e780
What’s the future of business english trainingMercedes Viola
This document summarizes the 27th IATEFL BESIG Annual Conference held in 2014 in Bonn, Germany. The conference addressed topics such as the role of English worldwide, whether English should be used as a medium of instruction in education, and whether English is the language of business. It also discussed the role of technology in self-study and language teaching. The document lists several sources that were referenced at the conference, including works by Bauman, Crystal, Graddol, Graves, Kerr, Mitra, and Van Lier.
Successful team-teaching in a blended-learning context - Ceibal en InglesMercedes Viola
“Ceibal en Inglés” is an initiative that is being implemented in Uruguay to teach English to state school kids. In this project lessons are delivered by an English teacher via videoconferencing together with the school teacher who is physically present in the classroom.
Presenation at the IATEFL Annual Conference 2014
Questions we face when dealing with business english traineesMercedes Viola
The document summarizes the key topics to be discussed at the 2013 Annual Conference in Prague, Czech Republic. It focuses on questions faced when dealing with adult business English trainees, including what clients expect, the roles of course designers and needs analysts, and the skills needed such as communication, problem-solving and understanding of business and culture. The conference aims to address how to collaborate as a team and reduce isolation in the teaching profession.
Sharing experiences - Material Design and the Use of TechnologyMercedes Viola
The document discusses various online tools that can be used for language learning including English360, Moodle, Edmodo, Google Drive, and Skydrive Live. It also mentions online dictionaries, translation tools, and features of online tools like note taking, summarizing, vocabulary, grammar, and pronunciation practice. The document encourages feedback from the IATEFL BESIG Online Conference audience.
Business english competency based model for a liquid modernity mercedes violaMercedes Viola
The document provides information on evaluating presentations given in English at the B2 level, including criteria (appropriateness, coherence, fluency, range), expected competencies (strategic, pragmatic, linguistic), and example tasks (delivering a presentation to managers on facts and information using PowerPoint). It outlines the content, organization, and style that should be covered, as well as mechanics of delivery, and lists vocabulary and structures expected at B2 level for formal presentations.
This document discusses the importance of authentic, immersive learning environments that enhance learning outcomes, communication skills, learning motivation, and psychological health. It advocates for learning that is realistic, holistic, focused on applied knowledge, learner-centered, engages the learner, and makes the learner reflect. The document also notes that learners prefer to learn English and learn about the world in English, learn best when they feel safe to make mistakes, want a strategy that combines language learning with other job competencies, and want personalized feedback on completed tasks.
1) The document presents information from a conference on teaching English, including raising hands to indicate areas of expertise.
2) It then discusses the importance of talent in business strategy and the top talent concerns of organizations, such as retaining employees and developing leaders.
3) Finally, it promotes powerful and effective learning experiences in business English and communication skills training.
This document discusses the power of storytelling. It defines what a story is and notes that stories are fundamental to how humans communicate, learn, and think. Stories are an efficient way to convey information because listening to them requires active participation. The document also discusses how leaders can use stories to motivate people and engage their emotions. Overall, it promotes the use of stories in business contexts to improve communication and build relationships.
Mail Server Configuration Using App passwords in Odoo 17Celine George
In Odoo 17, we can securely configure an email server to send and receive emails within the application. This is useful for features like sending quotations, invoices, and notifications via email. If our email service provider (e.g., Gmail, Outlook) supports app passwords, we can use them to authenticate our Odoo instance with the email server.
Dr. Nasir Mustafa CERTIFICATE OF APPRECIATION "NEUROANATOMY"Dr. Nasir Mustafa
CERTIFICATE OF APPRECIATION
"NEUROANATOMY"
DURING THE JOINT ONLINE LECTURE SERIES HELD BY
KUTAISI UNIVERSITY (GEORGIA) AND ISTANBUL GELISIM UNIVERSITY (TURKEY)
FROM JUNE 10TH TO JUNE 14TH, 2024
Description:
Welcome to the comprehensive guide on Relational Database Management System (RDBMS) concepts, tailored for final year B.Sc. Computer Science students affiliated with Alagappa University. This document covers fundamental principles and advanced topics in RDBMS, offering a structured approach to understanding databases in the context of modern computing. PDF content is prepared from the text book Learn Oracle 8I by JOSE A RAMALHO.
Key Topics Covered:
Main Topic : VIEW
Sub-Topic :
View Definition, Advantages and disadvantages, View Creation Syntax, View creation based on single table, view creation based on multiple table, Deleting View and View the definition of view
Target Audience:
Final year B.Sc. Computer Science students at Alagappa University seeking a solid foundation in RDBMS principles for academic and practical applications.
Previous Slides Link:
1. Data Integrity, Index, TAble Creation and maintenance https://www.slideshare.net/slideshow/lecture_notes_unit4_chapter_8_9_10_rdbms-for-the-students-affiliated-by-alagappa-university/270123800
2. Sequences : https://www.slideshare.net/slideshow/sequnces-lecture_notes_unit4_chapter11_sequence/270134792
About the Author:
Dr. S. Murugan is Associate Professor at Alagappa Government Arts College, Karaikudi. With 23 years of teaching experience in the field of Computer Science, Dr. S. Murugan has a passion for simplifying complex concepts in database management.
Disclaimer:
This document is intended for educational purposes only. The content presented here reflects the author’s understanding in the field of RDBMS as of 2024.
How To Sell Hamster Kombat Coin In Pre-marketSikandar Ali
How To Sell Hamster Kombat Coin In Pre Market
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APM event held on 9 July in Bristol.
Speaker: Roy Millard
The SWWE Regional Network were very pleased to welcome back to Bristol Roy Millard, of APM’s Assurance Interest Group on 9 July 2024, to talk about project reviews and hopefully answer all your questions.
Roy outlined his extensive career and his experience in setting up the APM’s Assurance Specific Interest Group, as they were known then.
Using Mentimeter, he asked a number of questions of the audience about their experience of project reviews and what they wanted to know.
Roy discussed what a project review was and examined a number of definitions, including APM’s Bok: “Project reviews take place throughout the project life cycle to check the likely or actual achievement of the objectives specified in the project management plan”
Why do we do project reviews? Different stakeholders will have different views about this, but usually it is about providing confidence that the project will deliver the expected outputs and benefits, that it is under control.
There are many types of project reviews, including peer reviews, internal audit, National Audit Office, IPA, etc.
Roy discussed the principles behind the Three Lines of Defence Model:, First line looks at management controls, policies, procedures, Second line at compliance, such as Gate reviews, QA, to check that controls are being followed, and third Line is independent external reviews for the organisations Board, such as Internal Audit or NAO audit.
Factors which affect project reviews include the scope, level of independence, customer of the review, team composition and time.
Project Audits are a special type of project review. They are generally more independent, formal with clear processes and audit trails, with a greater emphasis on compliance. Project reviews are generally more flexible and informal, but should be evidence based and have some level of independence.
Roy looked at 2 examples of where reviews went wrong, London Underground Sub-Surface Upgrade signalling contract, and London’s Garden Bridge. The former had poor 3 lines of defence, no internal audit and weak procurement skills, the latter was a Boris Johnson vanity project with no proper governance due to Johnson’s pressure and interference.
Roy discussed the principles of assurance reviews from APM’s Guide to Integrated Assurance (Free to Members), which include: independence, accountability, risk based, and impact, etc
Human factors are important in project reviews. The skills and knowledge of the review team, building trust with the project team to avoid defensiveness, body language, and team dynamics, which can only be assessed face to face, active listening, flexibility and objectively.
Click here for further content: https://www.apm.org.uk/news/a-beginner-s-guide-to-project-reviews-everything-you-wanted-to-know-but-were-too-afraid-to-ask/
Odoo 17 Events - Attendees List ScanningCeline George
Use the attendee list QR codes to register attendees quickly. Each attendee will have a QR code, which we can easily scan to register for an event. You will get the attendee list from the “Attendees” menu under “Reporting” menu.
1. Team working
September 4, 2011
mercedesviola@4d.edu.uy
2. “It could be argued that all leadership is
appreciative leadership. It‟s the capacity
to see the most creative and improbably
opportunities. It‟s the capacity to see with
an appreciative eye the true and the
good, the better and the possible.”
David Cooperrider
3. Agenda
What Appreciative Inquiry is
The power of questions
Its basic principles
The 4D cycle
4. What’s Appreciative Inquiry?
a philosophy of knowing
a methodology for managing change
an approach to leadership
a tool for human development
It is the study and exploration of what gives life
to human systems when they are at their best.
It is an organization development methodology
based on the assumption that inquiry into and
dialogue about strengths, successes, values,
hopes and dreams is in itself transformational.
5. 8 Assumptions of AI
In every human situation something works
What we focus on becomes our reality
Reality is created in the moment and there are multiple realities
The language we use shapes our reality
The act of asking questions influences the outcome in some way
People have more confidence going into the future (unknown)
when they carry forward parts of the present (known)
If we carry parts of the past into the future, they should be what
are best about the past
It is important to value differences
6. Peter Drucker
“The task of leadership is to create an
alignment of strengths, making
our weaknesses irrelevant”.
7. A beautifully timed, perfectly worded question can
remove barriers, unlock hidden information and
surface potentially life-changing insights.
it‟s simple and inoffensive in its tone
it has a purpose
it is influencing without being controlling
to gather information to help someone
remember something
more clearly
to understand someone‟s value
to help someone think
to help someone appreciate about a situation
another person‟s value positively
Characteristics of a great question
8. Controlling Neutral
Did you feel frustrated?
Why did you act in such
a hostile manner?
How did you feel about that?
What might you do to
help the situation?
What is it about it that you
cannot deal with?
What caused you to do that?
9. Powerful questions – potential benefits
they refocus thoughts – from problem to solution
they can help someone feel more powerful and constructive about a situation
they tap into creativity and create options
they can make a problem feel more like a challenge or an opportunity
they create forward movement – out of the problem state and into solution
or action
I‟m really struggling with this job, and my boss doesn‟t support me
– he doesn‟t even know what I do!!
Why can‟t my boss help How can I get my boss to know more
me? about what I‟m doing?
How can I make sure my boss understands more about what
I’m doing, and encourage him to give me more support?
10. 5 principles of Appreciative Inquiry
Constructionist Principle
11. 5 principles of Appreciative Inquiry
Principle of Simultaneity
These become the stories out of which the
future is conceived, discussed, and constructed.
12. 5 principles of Appreciative Inquiry
Human An organization‟s
organizations are story is constantly
an open book being co-authored.
Poetic Principle
The organization‟s past, present and
future are endless sources of learning,
inspiration, and interpretation
13. 5 principles of Appreciative Inquiry
Anticipatory Principle
Collective imagination and discourse about the future are the
most important resource for generating constructive
organizational change or improvement
14. 5 principles of Appreciative Inquiry
Positive Principle
When we feel good we can think more strategically, absorb
information quicker, we are more creative, we reach decisions
faster, we recover more quickly from setbacks, and even our
health improves
15. How it works
Organizations move in the direction of what they study.
It focuses the attention on an organization‟s most positive
potential - its positive core.
The positive core is the essential nature of the organization
at its best – people‟s collective wisdom about the
organization‟s tangible and intangible strengths,
capabilities, resources, potentials and assets.
The Appreciative Inquiry 4-D cycle unleashes the energy of
the positive core for transformation and sustainable
success.
16. The 4D Cycle
Discovery
“What gives life?”
(The best of what is)
Appreciating
Destiny Dream
“How to empower, learn, Affirmative “What might be?”
and adjust/improvise?” Topic Choice (What is the world calling for)
Sustaining Envisioning Results
Design
“What should be--the ideal?”
Co-constructing
17. DISCOVERY
It is an extensive search to understand the "best of what is"
and "what has been."
It begins with the collaborative act of crafting appreciative
interview questions and constructing an appreciative
interview guide.
These questions are written as affirmative probes into an
organization‟s positive core, in the topic areas selected.
They are written to generate stories, to enrich the images
and inner dialogue within the organization, and to bring the
positive core more fully into focus.
18. Listening Skills – a good listener
explores your thoughts
seeks to understand you
and feelings
cares focuses
goes beyond what is begins to notice what is
actually said „unsaid‟
19. Listen, talk, think, listen, Totally present to the person speaking
Levels of Listening
think, talk and so on
Feel as though you are experiencing
„being‟ the other person
The person may or may not
be aware of the way you are
listening to them
Nod, make „listening noises‟
such as „hmm‟ or „yes‟
Listener entirely focused on Focus on what the other
the other person. person is saying
Pretend Seek to
to listen understand
A natural activity
Listener mostly quiet and calm for most people
The balance between talking, listening More effort to listen and
and internally processing information
varies from person to person
process information
20. DISCOVERY
A complete interview guide includes:
A formal introduction to explain the
project and the purpose of the interview.
The questions:
Opening questions
Questions on the affirmative topic or topics
selected
Concluding questions – generally about future
A summary report sheet
21. Remember:
We seek, fundamentally, to build from our past and present capacities:
achievements, assets, unexplored potentials, innovations, strengths,
elevated thoughts, opportunities, benchmarks, high point moments,
lived values, traditions, strategic competencies, stories, expressions
of wisdom, insights into the deeper corporate spirit or soul-- and
visions of valued and possible futures.
22. When interviewing, please:
Maintain a caring a affirmative spirit
Here are some possible questions to use to probe further:
Tell me more.
Why was that important to you?
How did that affect you?
What was your contribution?
How did the peer teachers/institute/team support you?
How has it changed you?
Let the interviewee tell his/her story.
Take notes and listen for great quotes and stories.
Be genuinely curious about their experiences, thoughts, and feelings.
Some people will take longer to think about their answers.
Allow time for silence.
The questions should be used as guidelines.
23. PEOPLE – COOPERATION - TEAM SPIRIT
The foundation of any great organization lies in the
strengths of its people.
The experiences and diverse backgrounds are assets
that any organization has.
It is important to foster personal growth through
teamwork, two-way respect, communication and
creativity.
A cooperative team spirit is essential.
Important initiatives usually depend on the support
and good will of others within work groups and/or
between groups.
Cooperation requires trust, open channels of
communication, responsiveness to other‟s needs, and
interpersonal competence
24. PEOPLE – COOPERATION – TEAM SPIRIT
Can you think of a time when there was an extraordinary display of cooperation
among diverse individuals or groups?
What made such cooperation possible? (Explore: planning methods used,
communication systems or process, leadership qualities, skills, team
development techniques and others).
Give an example of the most effective team or committee you have been part of.
What are the factors/ skills that made it effective?
Describe the most memorable event that illustrates your contribution to the
success of a team or organization. What strengths did you bring to that
success?
Interview Summary Sheet
What was the most appreciative quotable quote that came out of this interview?
What was the most compelling story that came out of this interview? What
details and examples did the interviewee shared?
Overall, what was your sense of what was most important to your colleague?
26. DREAM Discovery
Affirmative
Destiny Topic Dream
Design
think out of
challenge the
the box
status quo
create
excitement create
synergy
Dream working
“What might be?” relationships
(What is the world calling for)
Envisioning Results
27. Discovery
DESIGN Affirmative
Destiny Topic Dream
The Whole System Design
Design approach
“Organizational transformation is much more than
the critical mass of personal transformation. It
requires macro level changes in the very fabric of
organizing, the social architecture.” Diane Whitney
The Requests, Offers
Design
“What should be--the ideal?”
and Commitments
Co-constructing approach
28. We will be working on two Approaches to the Design Phase
I. The Framework Approach
We will be working on the strategic design on the following topics:
Talent development and retention
Alliances and Partnerships
Organizational Structure
We will be working on the operational design on the following topics:
Business Processes
Policies
Communication
Technology
II. The Requests, Offers and Commitments Approach. Each participant is given
the opportunity to publicly state a simple commitment, make an offer or
articulate a request.
Simple Commitments describes actions that can be easily taken, typically
within one to two weeks and are within the existing authority and
resources available to the person making the commitment.
Offers may be made in response to a request for collaboration. Offers
can come in any shape or form - specific is better.
Requests are the other side of offers - but focused on what one
person or group needs from another person or group.
29. How should we work together?
What roles do everyone long to play?
What are the leadership roles and functions, preferred
behavior?
How can we best support each other?
What should be our relationship to the community?
What are the practices for improvement, for bringing out the
best in people, and for creating meaningful work?
What should the spirit in the group be like?
What support does the group need?
Who else should be invited?
Team Working
30. Discovery
DESTINY Affirmative
Destiny Topic Dream
focuses specifically
on personal and Design
organizational
commitments and
paths forward
look for ways to improve and
expand the AI process
ongoing learning
and innovation
the processes, structures,
Destiny and relationships from the
design phase are put into
“How to empower, learn,
action.
and adjust/improvise?”
Sustaining
31. Appreciative Inquiry Handbook – David L. Cooperride, Diana
Whitney, Jacqueline Stavros (2003) Lakeshore Publishers
What Great Managers Do – Marcus Buckingham (2005) Harvard
Business Review
Appreciative Inquiry: A Positive Approach to Building Cooperative
Capacity – Frank Barret & Ronald Fry (2005) Tao Institute
No+Pálidas: Cuatro Actitudes para el Éxito. Enrique Baliño con
Carlos Pacheco (2011) Xn Publishing
Appreciative Inquiry: Change at the Speed of Imagination -
Magruder Watkins,Bernard J. Mohr (2001) Jossey-Bass/Pfeiffer
El cambio del Comportamiento en el trabajo – Santiago Lazzati
(2008) Granica
REFERENCES