Change focusing screen 7d,secret to life youtube video,book of secrets national treasure cast,communicate with confidence book pdf 8th - Step 1

The Obama administration is renaming the tallest mountain in America, and the president has already made plans to tape an Alaska wilderness trek with a TV survivalist. Here's what happened when Abhishek Bachchan bumped into Salman Khan at Preity Zinta's wedding reception! BrunchNews connects you to the latest and trending news from the best news websites around the world. Celebrating the biodiversity of Planet Earth with leading articles from our global team of wildlife authors and photographers.
Look out, Santa: Study shows that warming ocean temperatures are driving marine species to migrate closer and closer to the poles. It was previously believed that animals on land would be more responsive to climate change, but this paper shows that even small changes in ocean temperatures are having a severe impact on marine life.
While the impacts of climate change and ocean acidification on marine ecosystems, livelihoods, and food security are disturbing, there are steps that we can take to minimize these impacts.
Being terrestrial animals, we humans seem to be among those slow on the uptake for adjusting to the climate changes WE humans all pushed over-the-edges in the first place. Chapter 2 "What Is Organizational Capacity for Change?" begins by examining what is organizational capacity for change, and why it is important.
The first dimension of organizational capacity for change, trustworthy leadership, is the focus of Chapter 3 "OCC Dimension 1: Trustworthy Leadership". Chapter 5 "OCC Dimension 3: Capable Champions" explores the important role of capable champions within change-capable organizations.
Chapter 6 "OCC Dimension 4: Involved Midmanagement" examines the role that involved middle managers play in making the organizational change capable. Chapter 7 "OCC Dimension 5: Systems Thinking" focuses on systems thinking within the organization.
Chapter 11 "The Big Picture" provides a “big picture” perspective on organizational capacity for change, as well as guidance for assessing your organization’s capacity for change.
Once again, we conclude our chapter discussion with seven action items that can be pursued to develop this particular dimension of organizational capacity for change. In a 1998 survey of 480 companies and public organizations by the National Association of Colleges and Employers, communication abilities are ranked number one among personal qualities of college graduates sought by employers.
The number one capital investment for most organizations is in information technologies; the primary new means of communicating within organizations. However, information sharing is the essence of communication, and so effective information technologies are an essential ingredient to making an organization change capable. Effective information systems do the following six things for an organization to make it more change capable. There is nothing more devastating to change initiative and overall change capability than for the senior leaders to espouse the benefits of change and then not act in alignment with those espoused benefits.
This process begins with the chief executive of the firm modeling the behavior being sought by the change vision. Effective communication systems connect the hearts and minds of the rest of the organization.
However, figurative communication in the form of verbal pictures or graphic depictions is also essential for building confidence in the change program.
It is common for change leaders to announce a new change program and pull out all the stops to communicate it to the rest of the organization in the early part of the change initiative, only to move onto other pressing issues after it has been launched. Consequently, the change message must be repeated many ways in many different contexts using multiple communication channels.Kotter (1996), p. Furthermore, forums for listening to the employees’ reactions to the change need to be set up, and sometimes the change initiative needs to be adjusted.
In addition to emotionally charged undiscussables, there are also logical inconsistencies that need to be addressed by the communication system. There are a wide variety of ways to successfully discuss the undiscussables, but it all starts with having an attitude of seeing everyone as being in partnership around the success of the overall system.Oshry (1996). A social network is “the structure of personal and professional relationships you have with others. Informal social networks in the form of ad hoc peer groups can spur collaboration and unlock value as well as thwart collaboration and destroy value. In sum, effective communication systems are an essential element of any change capable organization.
A groundbreaking study shows that over the last several decades as a result of warming ocean temperatures, many marine species are shifting closer and closer to the poles. The result is an abandonment of habitat and fishing grounds in tropical waters, and an overcrowding of non-native species in the fragile ecosystems of the polar oceans.
Because colder water naturally absorbs more carbon dioxide than warmer water, the poles are especially vulnerable to ocean acidification.
The results further support that ocean-based food security is threatened in a high CO2 world.
Please help Oceana combat climate change and ocean acidification and support clean, renewable energy sources like offshore wind, so that the ocean’s dinner plate, and our dinner plate, stays right where it is. It is written for any executive who seeks to be more proactive toward change, and wants the process to be less painful and somewhat more predictable.
The one thing that you can be certain of in your future is that you and your organization will need to change.
This chapter explains that authority is not enough to make an organization change capable; the strategic leaders must be perceived to be competent and looking out for the well-being of the rest of the employees in the organization. Change champions are those individuals within the senior executive group, the middle management ranks, or both who drive the change initiatives within an organization. In many organizations, middle management has been hollowed out, downsized, and replaced by computers.

Organizations are complex living systems that are not properly understood by linear thinking and analysis. Specifically, Chapter 9 "OCC Dimension 7: Accountable Culture" demonstrates the importance of having an accountable culture where there are consequences for employees that fail or succeed.
These suggestions are not comprehensive, but research and common sense suggest that they can work to enhance your communication system.
Clearly, any employee with this subtle set of skills is a rare and valuable human resource, and the organization does well to enhance this skill set in as many individuals as possible, since their skill can be leveraged into improved communication systems for the entire organization.
By some accounts, information technologies account for 35% to 50% of all business capital investment in the United States.Anonymous (2010). Information is being shared more extensively with not only senior executives but also with the entire organization. In other words, when the behavior from prominent people within an organization is inconsistent with the change vision, then all other forms of communication are disregarded.Kotter (1996), p. Next, it requires the top management team to police themselves to act congruently with the change vision. Stories, metaphors, and analogies are powerful ways to communicate complex information in compelling ways. This is a mistake, and it leads to the change cynicism that pervades many organizations today. Furthermore, progress reports on implementing the change program can be circulated electronically or visually. An undiscussable issue is a taboo subject, something people in an open forum don’t talk about in order to avoid an emotionally charged discussion. Organizational change is complicated and there are often inconsistencies when moving from one organizational state to another. Therefore, blaming leaders or employees is usually not constructive, but structuring in debate and conflicting viewpoints is.
Social capital is the resources—such as ideas, information, money, and trust—that you are able to access through your social networks.”Carpenter (2009), pp. Indeed, Peter Drucker observed that in more than 600 years, no society has ever had as many competing centers of power as today. If internal social networks are ignored, they can be a source of role conflict, rumor mongering, resistance to change, and conformity of thought and action. These systems complement the systemic thinking dimension in such a way that the knowing-doing gap is bridged.Pfeffer and Sutton (2000).
A more acidic ocean may wipe out Antarctic krill, a vital prey species that supports most of the Southern Ocean food web.
The changes may reduce the amount of wild caught seafood that can be supplied by the oceansand also redistribute species, changing the locations at which seafood can be caught and creating instability for ocean-based food security. Michele Grainger on POLL: Should bear trafficking in Southeast Asia be stopped?Without doubt !
In this first chapter, my objective is to challenge the conventional views about leadership and change so that you can begin to pursue the “genius of the and.”Collins and Porras (1994). However, a strategic leader or leaders behaving in a trustworthy fashion are not enough; the followers within the organization must be favorably disposed to trusting their organization. These individuals are often mavericks and they don’t normally fit in well in bureaucratic structures. The remaining middle management group is often uninvolved with the strategy formation design initiatives. In this chapter, we explore how systems thinking gets cultivated so that organizational learning is accelerated. However, this cultural attribute needs to be counterbalanced with an innovative culture, which is the focus of Chapter 10 "OCC Dimension 8: Innovative Culture". Chapter 17 "References" contains the references cited in this book, and Chapter 16 "Appendix E: Resources" contains some simulations, readings, and cases that can be used to further explore the organizational capacity for change framework. There are several obvious reasons for this high level of investment—the clear benefits of productivity gains due to improved information, the transition from an industrial to an information-based economy, and the declining cost of information technologies coupled with increasing capabilities.
Examining trends in information sharing in trying to understand organizations that were “built to change,” Ed Lawler and Chris Worley reported that of the five common types of information within an organization, all were being shared with a wider range of employees. And if there are sponsored change agents by the senior executive team, these individuals clearly need to “walk the talk” as well.
John Kotter emphasizes that this is particularly important for communicating the change vision. Leaders are discovering that the telling of actual “success stories” can often be the catalyst for momentum behind a change initiative.Denning (2007). Furthermore, organizational changes take time to adopt, often years, and this requires focused attention on the part of the rest of the organization. However, this does not mean that daily e-mails with the same message need to be sent out to the entire organization. These issues are undiscussable because people are fearful of releasing “negative” emotions that could jeopardize working relationships. If the communication system does not address these inconsistencies, then the credibility of the entire change initiative is called into question.Kotter (1996), p.
In addition, he noted that as we move to a more knowledge-based economy, informal social networks are increasingly important to organizational success and survival.Drucker (1992).
If they are successfully leveraged, they can complement the formal organization, be more fluid and responsive, and magnify the impact of advocates of change. Instability at the base of the food web from acidification, combined with overcrowding from an influx of animals fleeing from warmer waters, could lead to ecological collapse.
The least developed tropical nations where residents eat large quantities of fish, and lack resources to adapt, may suffer the worst hardships from climate change and ocean acidification.

Sarada Yadava on POLL: Should bear trafficking in Southeast Asia be stopped?Stop animal-holocaust right now!
In addition, you will learn that organizational capacity for change comprises eight dimensions, as summarized in Figure 1.1 "Eight Dimensions of Organizational Capacity for Change", and that each succeeding chapter goes into depth on each of these dimensions.
However, their misfit nature is exactly what is needed in order to drive change successfully. Then in Chapter 8 "OCC Dimension 6: Communication Systems", the importance of effective communication systems is investigated.
Together, these two dimensions of organizational change capacity—accountability and innovativeness—help to ensure that the organization efficiently marshals scarce resources while creatively looking to the future. Chapter 16 "Appendix E: Resources" also contains additional resources for teaching, researching, and learning about organizational capacity for change.
Clearly, one of the reasons why communication skills are so important is that these skills are essential for facilitating organizational change. The five typical types of information being shared were (a) corporate operating results, (b) unit operating results, (c) new technologies, (d) business plans and goals, and (e) competitor’s performance. In short, “walking the talk” is an essential part of the communication system within an organization. Change leaders are in a fish bowl, and they must be as if not more willing than the rest of the organization to change their behaviors.
Metaphors and analogies are inferential techniques to transfer the meaning of something that is known to another thing that is unknown. It does mean that creative and different versions of the same message need to be distributed periodically in various channels.
And town hall meetings can be used to discuss the change initiative to those who have complaints to voice, are curious, or both.
Avoiding discussions of delicate issues will hold back progress, but playful and humorous treatments of tricky issues can help. Social networks and capital exist inside and outside of the organization, but the internal organizational networks can be most powerful in dealing with organizational issues. Consequently, in order to leverage the social network, the first order of business is to be aware of it, and the second priority is the attempt to influence it so that the organization can more effectively enhance its communication system. As the base of the marine food web shifts toward the poles, larger animals are following as well, including people.
Kathleen Colley on POLL: Should bear trafficking in Southeast Asia be stopped?The bear bile trade is absolutely horrendously cruel and needs to be stopped throughout South East Asia, and China.
Therefore, in Chapter 4 "OCC Dimension 2: Trusting Followers", we examine how important effective followership is within an organization in order to make it change capable. Middle managers have a unique and important role to play in enhancing the change capability of the organization. When an organization combines systems thinking with high-functioning communication systems, systemic knowledge is created and dispersed throughout the organization.
A less obvious reason why good communicators are essential is that these individuals understand how to design and enhance the communication systems within an organization so that information flows more effectively. Fourth, they are linked to goal setting and reward systems, which are central to organizational change. For example, the change vision could be communicated to large and small groups in formal and informal ways at the launch of a major change program.
Furthermore, it is much more honest and productive to discuss undiscussables.O’Toole and Bennis (2009). Emphasizing individual responsibility to the exclusion of collective responsibility clearly leads to an imbalance. Informal social networks consisting of simple things like friendships outside of work or regular lunch gatherings during work can have a major influence on change implementation success. Together, these two human capital dimensions combine to yield the level of organizational trust that exists within the organization and throughout the organizational hierarchy. When an organization comprises capable champions and involved midmanagement, then you have an opportunity for lateral leadership and effective influence without authority—a key ingredient for making your organization more agile. Sometimes enabling anonymous discussion of undiscussables using Web-based technologies can shine a light on “the elephant in the room.”Hammond and Mayfield (2004). Unlike the formal organizational structure, the informal social network is nonhierarchical, constantly evolving, and essentially based on trust, reciprocity, and common values. And finally, effective information systems make measurements visible throughout the organization.Lawler and Worley (2006), pp. The informal social network complements the formal organizational structure of an organization. Organizational change, by definition, requires employees to try something new and move into the unknown. Clearly, good communication is not likely to occur without good information, and effective information technologies are a necessary ingredient to make that happen. Communication systems that rely on stories, metaphors, and analogies can make the unknown future state more attractive and understandable.
Lisa Kemper on VOTE for the Best Photo of the Week 14 May 2016My humming birds are back too!

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