RCA is a part of Problem Management and basic tool for Problem and Error Control.
This document should help you to understand Root Cause Analysis more closely
Enjoy learning
- Loved it ? Like it here and ask me for a copy :-)
This document summarizes a DiSC workshop about understanding behavioral styles. It discusses the DiSC model, which categorizes people into four main styles based on priorities and preferences. Participants learn their own primary style and how to identify others' styles. The goal is developing self-awareness and adapting to communicate and work more effectively with different styles on a team. Participants complete worksheets to analyze their own and teammates' styles to understand preferences, blind spots, and how to adapt their approach for better outcomes through open communication.
This is a one day program for organizing, leading and facilitating effective teams. Participants will take part in a range of discussions, activities and exercises to learn the key elements needed for an effective and efficient team.
This document summarizes key points from the book "Crucial Conversations: Tools for Talking When Stakes Are High" by Patterson, Grenny, McMillian, and Switzler. It lists several challenging situations that require crucial conversations, such as ending a relationship or disagreeing with an employer. It then discusses why people often perform poorly in high-stakes conversations, noting factors like the fight or flight response and lack of practice. Finally, it provides tips for improving crucial conversations, such as practicing persuasion, staying calm, and thinking rationally rather than emotionally.
This document summarizes a workshop about personality types using the DiSC model. It discusses the four DiSC styles (Dominance, Influence, Steadiness, Conscientiousness), their characteristics, strengths and limitations. The workshop focuses on reviewing DISC reports, understanding different personality types, and strategizing how to engage effectively with each type. Participants discuss their own DiSC styles and complete exercises engaging with different personality types. The goal is to help people recognize strengths, minimize limitations, and work better together as teams by understanding personality types.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
This presentation focuses on strategies and tips for effective meetings and facilitation. Designed for the New Jersey Campus Compact and Bonner Foundation VISTA Leaders, it especially covers how young professionals in nonprofit settings might plan and lead meetings that contribute to the mission, effectiveness, and impact of their organizations.
The veteran business consultant William Bridges explains the meaning of a transition and how to manage the process successfully during an organizational change. The innovation makes the business world transforming in a fast pace. Managing transitions can be the key for the survival of the company in the new world.
RCA is a part of Problem Management and basic tool for Problem and Error Control.
This document should help you to understand Root Cause Analysis more closely
Enjoy learning
- Loved it ? Like it here and ask me for a copy :-)
This document summarizes a DiSC workshop about understanding behavioral styles. It discusses the DiSC model, which categorizes people into four main styles based on priorities and preferences. Participants learn their own primary style and how to identify others' styles. The goal is developing self-awareness and adapting to communicate and work more effectively with different styles on a team. Participants complete worksheets to analyze their own and teammates' styles to understand preferences, blind spots, and how to adapt their approach for better outcomes through open communication.
This is a one day program for organizing, leading and facilitating effective teams. Participants will take part in a range of discussions, activities and exercises to learn the key elements needed for an effective and efficient team.
This document summarizes key points from the book "Crucial Conversations: Tools for Talking When Stakes Are High" by Patterson, Grenny, McMillian, and Switzler. It lists several challenging situations that require crucial conversations, such as ending a relationship or disagreeing with an employer. It then discusses why people often perform poorly in high-stakes conversations, noting factors like the fight or flight response and lack of practice. Finally, it provides tips for improving crucial conversations, such as practicing persuasion, staying calm, and thinking rationally rather than emotionally.
This document summarizes a workshop about personality types using the DiSC model. It discusses the four DiSC styles (Dominance, Influence, Steadiness, Conscientiousness), their characteristics, strengths and limitations. The workshop focuses on reviewing DISC reports, understanding different personality types, and strategizing how to engage effectively with each type. Participants discuss their own DiSC styles and complete exercises engaging with different personality types. The goal is to help people recognize strengths, minimize limitations, and work better together as teams by understanding personality types.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
This presentation focuses on strategies and tips for effective meetings and facilitation. Designed for the New Jersey Campus Compact and Bonner Foundation VISTA Leaders, it especially covers how young professionals in nonprofit settings might plan and lead meetings that contribute to the mission, effectiveness, and impact of their organizations.
The veteran business consultant William Bridges explains the meaning of a transition and how to manage the process successfully during an organizational change. The innovation makes the business world transforming in a fast pace. Managing transitions can be the key for the survival of the company in the new world.
This document describes the four main DISC communication types - Dominant, Influencing, Steady, and Compliant - and provides their key characteristics. It also describes dual-blend combinations of the four types and highlights their typical strengths and limitations. The goal of DISC is to help understand communication styles and improve team-building strategies. DISC can also provide value beyond the workplace in understanding personality and interaction styles.
Problem solving is a cognitive process used to achieve goals when no obvious solution is apparent. It involves defining the problem, gathering information, analyzing the problem from different perspectives, generating potential alternatives, selecting the best alternative, and implementing it. Expert problem solvers have better memory, classify problems by principles, use established procedures, and work towards goals. The problem solving process involves skill, tools, and defined steps like defining the issue, collecting data, analyzing causes, considering options, deciding on a solution, and implementing it.
The document discusses reframing organizational change as a hero's journey, which can provide a compelling narrative to engage employees. It describes mapping the change process onto the typical stages of the hero's journey, including the call to adventure, road of trials, and return with elixir. This framing allows the change to be described as an epic, shared transformation that appeals to both intellect and emotions. An ideal guide for this type of change journey would be an epic servant leader who illuminates the path from experience, turns adversity to advantage, prioritizes learning, and leads through storytelling.
Created for company team training on DiSC Personality Profiles. I took basic talking points and tried to make them visually interesting, personifying each of the four types with an animal and primary color scheme.
Introduces the famous DiSC profile and gives basic information about interpreting the results. Please read the copyright information. I really appreciate you acknowledging The Business Center as the source for the material. If you need DiSC profiles, please contact us to order them at bizcenter.com .
A one day seminar slides- free-Workplace conflict ManagementE J Sarma
If you like it please say so here and buy the e book and read my new new book on employee rewards-The invisible hand-how to reward employees without killing the motivation of others----- in amazon.in
Every one faces conflict in day to day life especially at workplace.
Here is complete training program to understand, strategize and face the conflict challenges,This seminar was given 8/10 excellent, rating by 85% of participants
This document discusses strategy execution and achieving sustainable competitive advantage. It emphasizes the importance of clarity of purpose and vision, focus both internally and externally, and courageous leadership. Key aspects of effective execution include knowing your people and business, setting realistic goals and following through, expanding capabilities, and being resilient in the face of challenges. The document advocates for personal transformation by resetting one's "factory settings" and mental toolkit to execute strategies more effectively. Leaders like James Dyson and Jack Welch are presented as role models who learned from failures and reacted resiliently to challenges.
This document provides an overview of traditional perspectives on conflict, including definitions of interpersonal conflict and styles of conflict management. It discusses positives and negatives of conflict, and five styles of conflict management: avoiding, forcing, accommodating, collaborating, and compromising. The document also examines competence-based approaches to conflict, focusing on phases of conflict such as differentiation, mutual problem description, and integration. Additional topics covered include groupthink and how to avoid it, and dimensions of conflict including content, relational, and situational factors. Finally, the document outlines strategies for managing conflict based on interests, rights, and power.
This document provides an overview of strategies and techniques for influencing others without direct authority. It discusses the importance of choice, intentionality, and trust (C.I.T.) in building influence. Various models and approaches are presented for mapping networks, gaining insights, and increasing one's level of influence through credibility and perception of value. Case studies and activities are used to illustrate concepts like leading meetings, gaining buy-in for initiatives, and using feedback to improve interpersonal skills.
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
This document provides an overview of the DiSC workplace profile system, which describes how people behave in response to their environment. It details the four primary styles in the model - D, i, S, and C - and provides information on interpreting individual profiles. The objectives are to help individuals identify their own behavioral style, understand the characteristics of the four styles, and develop strategies for collaborating more effectively with others.
The document discusses key traits of effective leaders and models of leadership. It describes six traits of leaders including drive, integrity, self-confidence, intelligence, job knowledge, and desire to lead. It also outlines the managerial grid model, contingency model, and elements of high performing leadership including being a vision creator, team builder, task allocator, motivator, and people developer.
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
Psychological Safety can make or break a team. To drive culture change people must feel safe to speak up and share their best ideas. Collective trust allows organizational development and accelerates teamwork and leadership.
The document discusses Bruce Tuckman's model of group development, which outlines 4 stages that teams progress through: forming, storming, norming, and performing. It also discusses the Hersey-Blanchard Situational Leadership Model and how it aligns with Tuckman's model. Each stage involves certain behaviors, leadership actions, and tasks for individuals. The goal is for teams to progress through each stage to become high-performing.
This document summarizes Patrick Lencioni's model of the five dysfunctions of a team. It discusses that teams must build trust by being open about weaknesses, ask for help, and accept feedback. Without trust, teams fear conflict and fail to engage in passionate debate. As a result, teams lack commitment to decisions and avoid accountability. When accountability is lacking, teams become inattentive to results and focus on individual goals rather than collective success. The leader's role is to lead by example, protect the team, embrace conflict, generate commitment, and focus the team on results.
This document discusses key aspects of change management for driving effective end user adoption of technology implementations. It covers stakeholder engagement, communications, assessing change impacts, measuring change readiness, and providing learning and training. The goal is to proactively address typical adoption challenges and ensure end users are equipped to operate successfully with the changes.
Coaching for Better Performance outlines a coaching module to help employees overcome challenges and face tough competition. The module involves analyzing organizational structure, understanding reporting lines, listening to employee feedback, planning and initiating coaching, reviewing performance, setting goals for independent work, and eventually ending formal coaching. It also advises determining whether issues are related to skills or willingness, as skills issues can be addressed through training but willingness issues may require behavior modification or finding opportunities outside the organization. Contact details are provided for further consultation.
How do you kill collaboration in organisations
presented by Michael Norton
Thursday 9th June 2016
Collaboration, co-operation and competition - project environments through a knowledge lens
Knowledge SIG conference
This document summarizes several theories of team building, including Belbin's team role theory. Belbin's theory identifies 9 team roles that individuals can fall into: Shaper, Implementer, Completer-Finisher, Coordinator, Team Worker, Resource Investigator, Plant, Monitor-Evaluator, and Specialist. Each role contributes differently to the team and understanding these roles can help ensure teams have the necessary skills balanced across members. The document also briefly outlines the key characteristics and potential strengths or weaknesses of individuals in each of Belbin's 9 team roles.
This document describes the four main DISC communication types - Dominant, Influencing, Steady, and Compliant - and provides their key characteristics. It also describes dual-blend combinations of the four types and highlights their typical strengths and limitations. The goal of DISC is to help understand communication styles and improve team-building strategies. DISC can also provide value beyond the workplace in understanding personality and interaction styles.
Problem solving is a cognitive process used to achieve goals when no obvious solution is apparent. It involves defining the problem, gathering information, analyzing the problem from different perspectives, generating potential alternatives, selecting the best alternative, and implementing it. Expert problem solvers have better memory, classify problems by principles, use established procedures, and work towards goals. The problem solving process involves skill, tools, and defined steps like defining the issue, collecting data, analyzing causes, considering options, deciding on a solution, and implementing it.
The document discusses reframing organizational change as a hero's journey, which can provide a compelling narrative to engage employees. It describes mapping the change process onto the typical stages of the hero's journey, including the call to adventure, road of trials, and return with elixir. This framing allows the change to be described as an epic, shared transformation that appeals to both intellect and emotions. An ideal guide for this type of change journey would be an epic servant leader who illuminates the path from experience, turns adversity to advantage, prioritizes learning, and leads through storytelling.
Created for company team training on DiSC Personality Profiles. I took basic talking points and tried to make them visually interesting, personifying each of the four types with an animal and primary color scheme.
Introduces the famous DiSC profile and gives basic information about interpreting the results. Please read the copyright information. I really appreciate you acknowledging The Business Center as the source for the material. If you need DiSC profiles, please contact us to order them at bizcenter.com .
A one day seminar slides- free-Workplace conflict ManagementE J Sarma
If you like it please say so here and buy the e book and read my new new book on employee rewards-The invisible hand-how to reward employees without killing the motivation of others----- in amazon.in
Every one faces conflict in day to day life especially at workplace.
Here is complete training program to understand, strategize and face the conflict challenges,This seminar was given 8/10 excellent, rating by 85% of participants
This document discusses strategy execution and achieving sustainable competitive advantage. It emphasizes the importance of clarity of purpose and vision, focus both internally and externally, and courageous leadership. Key aspects of effective execution include knowing your people and business, setting realistic goals and following through, expanding capabilities, and being resilient in the face of challenges. The document advocates for personal transformation by resetting one's "factory settings" and mental toolkit to execute strategies more effectively. Leaders like James Dyson and Jack Welch are presented as role models who learned from failures and reacted resiliently to challenges.
This document provides an overview of traditional perspectives on conflict, including definitions of interpersonal conflict and styles of conflict management. It discusses positives and negatives of conflict, and five styles of conflict management: avoiding, forcing, accommodating, collaborating, and compromising. The document also examines competence-based approaches to conflict, focusing on phases of conflict such as differentiation, mutual problem description, and integration. Additional topics covered include groupthink and how to avoid it, and dimensions of conflict including content, relational, and situational factors. Finally, the document outlines strategies for managing conflict based on interests, rights, and power.
This document provides an overview of strategies and techniques for influencing others without direct authority. It discusses the importance of choice, intentionality, and trust (C.I.T.) in building influence. Various models and approaches are presented for mapping networks, gaining insights, and increasing one's level of influence through credibility and perception of value. Case studies and activities are used to illustrate concepts like leading meetings, gaining buy-in for initiatives, and using feedback to improve interpersonal skills.
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
This document provides an overview of the DiSC workplace profile system, which describes how people behave in response to their environment. It details the four primary styles in the model - D, i, S, and C - and provides information on interpreting individual profiles. The objectives are to help individuals identify their own behavioral style, understand the characteristics of the four styles, and develop strategies for collaborating more effectively with others.
The document discusses key traits of effective leaders and models of leadership. It describes six traits of leaders including drive, integrity, self-confidence, intelligence, job knowledge, and desire to lead. It also outlines the managerial grid model, contingency model, and elements of high performing leadership including being a vision creator, team builder, task allocator, motivator, and people developer.
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
Psychological Safety can make or break a team. To drive culture change people must feel safe to speak up and share their best ideas. Collective trust allows organizational development and accelerates teamwork and leadership.
The document discusses Bruce Tuckman's model of group development, which outlines 4 stages that teams progress through: forming, storming, norming, and performing. It also discusses the Hersey-Blanchard Situational Leadership Model and how it aligns with Tuckman's model. Each stage involves certain behaviors, leadership actions, and tasks for individuals. The goal is for teams to progress through each stage to become high-performing.
This document summarizes Patrick Lencioni's model of the five dysfunctions of a team. It discusses that teams must build trust by being open about weaknesses, ask for help, and accept feedback. Without trust, teams fear conflict and fail to engage in passionate debate. As a result, teams lack commitment to decisions and avoid accountability. When accountability is lacking, teams become inattentive to results and focus on individual goals rather than collective success. The leader's role is to lead by example, protect the team, embrace conflict, generate commitment, and focus the team on results.
This document discusses key aspects of change management for driving effective end user adoption of technology implementations. It covers stakeholder engagement, communications, assessing change impacts, measuring change readiness, and providing learning and training. The goal is to proactively address typical adoption challenges and ensure end users are equipped to operate successfully with the changes.
Coaching for Better Performance outlines a coaching module to help employees overcome challenges and face tough competition. The module involves analyzing organizational structure, understanding reporting lines, listening to employee feedback, planning and initiating coaching, reviewing performance, setting goals for independent work, and eventually ending formal coaching. It also advises determining whether issues are related to skills or willingness, as skills issues can be addressed through training but willingness issues may require behavior modification or finding opportunities outside the organization. Contact details are provided for further consultation.
How do you kill collaboration in organisations
presented by Michael Norton
Thursday 9th June 2016
Collaboration, co-operation and competition - project environments through a knowledge lens
Knowledge SIG conference
This document summarizes several theories of team building, including Belbin's team role theory. Belbin's theory identifies 9 team roles that individuals can fall into: Shaper, Implementer, Completer-Finisher, Coordinator, Team Worker, Resource Investigator, Plant, Monitor-Evaluator, and Specialist. Each role contributes differently to the team and understanding these roles can help ensure teams have the necessary skills balanced across members. The document also briefly outlines the key characteristics and potential strengths or weaknesses of individuals in each of Belbin's 9 team roles.
Autocratic leaders make decisions without consulting their team members, even when team input could be useful. While this allows for quick decisions when needed, it can be demoralizing and lead to high absenteeism and staff turnover. Democratic leaders include team members in the decision-making process, encouraging creativity and engagement. This results in high job satisfaction and productivity, though quick decisions may require an alternative approach. Laissez-faire leaders give teams freedom in their work and deadlines, providing support as needed but otherwise not getting involved. This autonomy can increase job satisfaction but risks poor time management or lack of skills harming work quality.
Role of team leader, Qualities of Effective Team Leader, Belbin Team RolesNidhin Chandrasekharan
The document discusses the roles and qualities of effective team leaders. It describes that team leaders are responsible for communicating goals, motivating team members, and assessing performance. Effective team leaders communicate well, motivate others, inspire trust, and have a team orientation. The document also discusses Belbin's nine team roles that classify roles into action, people, and thought orientations like the shaper, coordinator, and plant roles.
Sir Richard Branson is a British entrepreneur and the head of Virgin Group Ltd. He dropped out of school and had his first successful business venture as a teenager with a magazine called Student. In 1984, he had a vision of starting an airline company which became Virgin Atlantic Airways. Branson is known for his risk-seeking and innovative leadership style, with a focus on optimistically transforming industries and focusing on his people.
This document discusses leadership styles and teamwork. It defines three main leadership styles: authoritarian (autocratic), participative (democratic), and delegative (laissez-faire). Research found authoritarian leadership led to high productivity but less creativity, while participative leadership produced higher quality work and made group members feel like a team. Delegative leadership gave groups independence but was the least productive. Effective teamwork requires members to consult, help, and motivate each other to achieve goals.
Successful leaders exhibit common traits that help them be effective. They nurture an approachable environment to gain respect and encourage open communication. They are also expert decision makers who tackle issues directly and solve problems quickly. Additionally, successful leaders clearly communicate expectations, reward performance, equip their team members with knowledge and authority, constantly seek counsel to improve, lead by example and take accountability, bring positive energy, and genuinely enjoy having responsibility to create impact.
The document discusses several key points about leadership:
1) It defines leadership as the ability to attain objectives by working with and through people, and influencing employees to achieve goals rather than ordering them.
2) It describes different leadership styles like autocratic, democratic, bureaucratic, supportive, and directive.
3) It outlines traits of effective organizational leaders like helping teams identify their purpose, setting boundaries, believing in the team, defining roles, and being a supporter and facilitator.
4) It provides tips for acquiring leadership traits like self-care, communication, consideration, goal-setting, and maintaining a positive attitude.
1) The document discusses principles for developing projects, defining a project as a plan to achieve objectives through anticipating, orienting, and preparing actions.
2) It describes key elements of any project including describing the purpose, adapting it to the environment/people, providing data/technical information, and specifying minimum essential resources and timing.
3) The document outlines different types of leadership styles including authoritarian, complacent, self-serving, independent, and committed leadership. It argues committed leadership where the leader is dedicated to their role is most effective.
This document provides guidance on effective teamwork and creativity for group projects. It emphasizes the importance of caring deeply about the project idea, minimizing unnecessary dialogue, prioritizing visual storytelling, avoiding cliches, and carefully planning details. Effective teamwork requires active participation from all members, shared decision-making, flexibility to changing circumstances, and leveraging diversity. Teams should use constructive feedback and listen actively to different perspectives. The document outlines a "two card system" to address free riders who do not contribute equally to the group work.
Emotional intelligence (EQ or EI) was created by researchers Peter Salavoy and John Mayer. Developing EI in the workplace means acknowledging emotions are always present and using them intelligently. Good managers have high emotional intelligence, allowing them to handle adversity, cope with change, and react appropriately to others' emotions. Eight important EI competencies for managers are self-awareness, initiative, sound decision-making, empathy, communication, influence, adaptability, and self-management. Developing these skills through self-reflection helps managers navigate uncertainty and build effective relationships.
The document discusses team building and dynamics. It explores personality types using Myers-Briggs categories like extraversion/introversion and sensing/intuition. It provides tips for different types to give feedback, reduce stress, and support each other. Key aspects of high performing teams like orientation, trust building, goal setting, commitment and implementation are reviewed. The overall message is that understanding personality types can help improve teamwork, but teams must also clarify goals and roles to achieve their potential.
The document provides a summary of an individual's qualifications and experience. It lists the following:
- Program Director of Training and Human Development roles along with various diplomas and certificates in areas like psychology, sales management, pharmacy, and leadership training.
- Additional roles include founder of a training team and certifications from various educational institutions in fields such as thinking skills and problem solving.
- The individual has received awards for ideal student and lists hobbies of reading, ping pong, traveling, and internet use.
An employee can prepare for a leadership role by developing key skills like communication, emotional intelligence, motivation, teamwork, decision making, and problem solving. It is also important to deliver results through others, trust your team members, be authentic, seek to understand others, take action and responsibility, lead visibly, and treat all people with fairness and respect. Developing these abilities along with clarity of vision, strong performance, and good relationships can help an employee effectively transition into a leadership position.
The document discusses the definition and characteristics of effective teams. It notes that teams require common goals, interdependence, and accountability. The document outlines important team behaviors such as focusing on problems rather than people, listening to understand different perspectives, and maintaining confidentiality. It also discusses team building elements like goals, roles, procedures, relationships, and leadership. Finally, the document describes nine different team roles including coordinator, shaper, planter, and specialist.
This document provides information on 21st century leadership and facilitative leadership. It discusses that facilitative leaders empower others to work together towards common goals through relationships, processes, and outcomes. Facilitative leaders make it easier for people to think clearly, work with others focused on group goals, and achieve high quality results through the group's abilities. They set direction, inspire commitment, and build capacity in others. Facilitative leaders measure their success by their ability to share an inspiring vision, balance results, processes and relationships, seek maximum appropriate involvement, and bring out the best in others.
This document provides tips for effective retrospectives. It discusses the purpose of retrospectives, challenges that can occur, and strategies for overcoming them. Some key steps outlined are setting goals, checking in with team members, and using energizers. The document also discusses facilitating techniques like different coaching styles and focusing retrospectives on skills like emotional intelligence. Overall, the document aims to help teams improve retrospectives and maximize their effectiveness.
This presentation discusses; what is people management, what are the key components of people management and what skills are require to be a good people manager.
The document provides guidance on getting a team unstuck in 7 steps by addressing common states of being stuck, including battle-torn, exhausted, directionless, worthless, overwhelmed, alone, and hopeless. It then outlines pathways to help teams move past each stuck state through approaches like clarifying roles, building team identity, establishing a compelling vision or purpose, and ensuring proper resources and communication. The overall document aims to help leaders diagnose why their team may be stuck and offer suggestions to guide them to an unstuck and higher performing state.
The document provides guidance for students in a group project on how to evaluate each other's contributions. Each student will give marks to their group members, which will be averaged to determine 10% of the final grade. Students are told to consider various types of contributions like ideas, writing, technical work, and interpersonal roles. They are also encouraged to have clear communication, reassign roles if needed, and give feedback at a mid-point meeting to improve their work.
Vietnam has one of the highest education rates in the region from primary to secondary school, but faces a cultural divide in post-secondary education between wealthy and well connected families, and those with neither. While wealthy families’ connections in business provide a means of employment for their children, students without means need to cut through the noise of the competition through extraordinary effort in academia. The goal of this initiative is to give students the financial stability to obtain post-secondary education and open doors to careers that change the trajectory of their families for generations to come. Without support, these students have little chance of increasing their financial standing in the community.
Students who receive ICO Vietnam Education Initiative’s scholarships will also have access to safe housing, practical life skills & emotional support, and opportunities to connect with peers, volunteers, and mentors within and outside of Vietnam.
Although our priority is to provide academic support, we believe in a holistic approach to education. We believe in nurturing compassionate, responsible, caring world citizens. Your donations and sponsorships will assist students with tuition, school supplies, gifts and awards, tutoring, field trips, leadership camps, and so much more.
Best regards from Toronto, Canada
Harald Seemann
We are living through the worst refugee and displacement crisis since World War II, with 100 million people displaced from their homes – 80 percent of whom are women and children. Fully one fifth of the world’s children now live in conflict zones. Those living within areas of armed conflict are also more vulnerable than they have been in the last 30 years, as 2022 ended with the world heading into the worst food security crisis it had seen in decades.
The work War Child does is getting harder. However, that is why War Child exists. The charity offers lasting alternatives to the brutality of conflict and its often soul-destroying impact. It strengthens the capacity of local communities to be their own agents of change. It invests in the knowledge and skills of local staff and partners who know much better than foreigners what their communities need to stop the suffering.
War Child is on the ground in the hardest, most neglected, most impoverished and overlooked places working with the most vulnerable children to say, as consistently as the charity can, that War Child is here for you. The charity's mission is to ensure children, especially, find a way through the fog of grief, despair, and helplessness.
Thanks to all of you who have supported War Child so that the charity can continue to prove that even though the world may be messy, we as humans are far from powerless.
Best regards from Toronto, Canada
Harald Seemann
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Casa Guatemala had a successful year in 2019, enrolling 215 students and impacting over 130 families. The organization focused on providing education, nutrition, and healthcare to students and community members. For education, Casa Guatemala strengthened parental involvement and ensured students had necessary school supplies. The nutrition program served over 250,000 meals and snacks to students, and the organization's farm grew crops for meals. Healthcare was provided through the on-site clinic and visits from 20 medical teams who saw over 375 cases. Major capital projects included building new school bathrooms with support from donors. Casa Guatemala expressed gratitude for its large network of donors and volunteers from around the world who support its mission.
War Child Canada's 2019 Annual Report summarizes the organization's work over the past year. It highlights that in 2019, War Child reached 499,000 children and adults affected by conflict through programs in Afghanistan, Uganda, South Sudan, Sudan, Jordan, and the Democratic Republic of Congo. These programs focused on education, poverty reduction, legal protection, gender equality, and child safeguarding. The report also provides financial information, showing revenue of $17.9 million and expenses of $18.9 million for the year.
In 2018, War Child supported nearly 600,000 children, young people, and adults across 8 countries through programs focused on education, legal protection, and economic opportunity. Key accomplishments included developing Uganda's first accelerated learning curriculum for refugees, expanding legal aid services to protect women and children from abuse in Afghanistan, and helping over 14,000 children return to school in Afghanistan. War Child's work is made possible through support from governments, foundations, corporations and individual donors.
The Pathways Mentoring Program seeks volunteers to serve as mentors for small groups of grade 9-10 students. As a mentor, volunteers will facilitate prepared activities to build students' life and social skills, with support from a program facilitator. The time commitment is weekly sessions from 5:30-7:30PM over the last two weeks of each month. Training and ongoing support is provided. Ideal candidates have experience engaging and communicating with youth, facilitating small groups, and adhering to an anti-oppression policy.
La Casita – a centre of learning and support for Guatemalan children, youth, and vulnerable elders. For further information please contact Harald Seemann from Toronto, Ontario, Canada.
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4 Leadership Styles
1. Cool
cucumber
Hot
Tamale
Water Rock
Adapted from NOLS Leadership Educator Handbook 2008
ARCHITECTS & ANALYSTS
EMPHASIS: Meaning, concepts, design.
Architects/Analysts play an important role
in observing, noticing details, analyzing
situations, and thinking things through. If
the group doesn’t pay attention to this style,
it could miss important steps or alternate
ways of looking at things. But too much of
this style can stall out a group’s momentum
to move forward, and opportunities could
be missed.
This style needs lots of information to work
with. Honour their need to research and
gather facts. While focussing on a task, this
style is content to leave most decisions to
others.
Be clear with them to find out what their
plan is. Help to keep them on track. Find
out when will they be ready/finished.
Include them in decision-making.
DRIVERS
EMPHASIS: Action and directing
Drivers often hold the vision for the team. The
like to get things done, and can be impatient
when decisions are not getting made. They
sometimes move to quickly to making decisions
before considering input from others. Because
they are so focused on the goal, they can seem
to be impersonal, and can lose connection with
the team.
When this style is not mature, there can be too
much individuality and a lack of collaboration on
the team. However, mature drivers are non-
reactionary and have strong abilities in the other
quadrants.
Drivers need people to be as direct as possible.
Bring your opinions, concerns and ideas to
them… drivers expect you to come forward
without being asked.
CONNECTORS/RELATIONSHIP BUILDERS
EMPHASIS: Caring
Connectors are the glue that is essential for
keeping a group functioning. Connectors are
the relationship builders, those who care
about the well-being of the team and how
everyone is working together.
Sometimes connectors are so concerned
about everyone else, they forget to take care
of themselves. They may have trouble
speaking up, because they worry that what
they have to say could be risk to their
relationship with the team.
Ask them for their input, encourage them to
give their feedback, and let them know that
what they have to contribute is important to
getting projects completed.
MOTIVATORS
EMPHASIS: Emotional stimulation
Motivators are the light bulbs in a group. The
team needs motivators to energize, create, stir
the pot and impassion. They often have strong
ideals and push for things to meet their strong
ethical expectations.
Too much of passion from a motivator can cause
a team to become highly emotionally charged.
While it is great to have a motivator to spark a
group into action, they need to be careful about
being overly idealistic, and keep their emotions
and strong positions in check.
When they bring ideas, ask them to give
concrete of examples to back up their
viewpoints.