I am not a writer, and yet I started this blog. Will someone ever read it? Will I be able to post something regularly? Should I tell my mother about it, so at least I will have one view per post? I am more a visualist than a writer. So be warned. Expect an eclectic mix of visuals, totally random musings and lots of referals to stuff I found elsewhere that somehow resonated with me. Like: The Quantum Theory of Trust.

Today I also (finally) figured out what strategy is all about:

Are you still with me? Were you ever here?

Research in the world of economic development has discussed the power of women and the impact of their own economic and social growth and the positive impact it has on their family and the broader community. It stands to reason that such power would be evident when it came to physical activity and health. That seems to the basis of a new initiative from Sport England to get more women participating in sports.

You can read the full press release at http://www.sportengland.org/media_centre/press_releases/active_women.aspx, with an excerpt below.

Please note The Women and Sport Conference will be taking place today in London. For more details, please visit http://www.womenandsport.co.uk/

(Excerpt)

New drive to boost number of women playing sport

Sport England is today announcing a £10 million National Lottery funding round to encourage ‘Active Women’ – in a drive to get more women from disadvantaged communities, and women caring for children, playing sport.

The announcement is being supported by Sports Minister Gerry Sutcliffe, the Women’s Sport and Fitness Foundation (WSFF) and Olympic gold medallist Denise Lewis.

Denise Lewis helps launch our Active Women funding round

At present, one in eight women regularly play sport in England[1]. Whilst this has increased significantly since 2005/2006[2], women’s participation still trails behind that of their male counterparts, with one in five men active[3][4] Sport England figures also show that women from disadvantaged communities play even less sport, with just one in ten taking part regularly.[5] and the gender gap increasing.

There are a number of challenges facing women wanting to take part in sport. Time constraints, childcare, transport, cost, friends to go with and self confidence can all represent barriers to women’s participation[6].

The ‘Active Women’ fund is the second of Sport England’s competitive themed rounds aimed at addressing some of biggest challenges to grassroots participation. It will help achieve our 2012 Olympic legacy goal of getting a million more people playing regular sport and our focus on building a world leading community sport system.

[2] Increase of 170,000 between Oct 05 – Oct 06 and July 08 – July 09

[3] 4.16 million men (20.4%) play sport three times a week. Source: Sport England Active People Survey July 08 – July 09

[4] Men’s regular participation has increased by 430,000 compared to 170,000 for women. Source: Sport England Active People Survey Oct 05 – Oct 06 and July 08 – July 09

[5] 714,100 women (9.1%) living in disadvantaged communities play sport three times a week. Source: Sport England Active People Survey July 08 – July 09

[6] http://www.wsff.org.uk/documents/barriers.pdf

Is workplace gossip, “a form of warfare that [brings] everyone down,” as suggested in a recent article in the New York Times? Or as local blogger Michelle Goodman responded, might such gossip also be a force for good that can show people in a good light, clue employees into office undercurrents, or tip everyone off to changes coming down the pike?

In my experience, some workplace gossip is inevitable, but when it rises above a certain level, it is pretty much all bad.  A workplace that is rife with gossip usually means employees who are tense, unhappy, and less productive.  The “office undercurrents” being discussed are rarely positive and the “tip offs” are often inaccurate.

For this reason, excessive workplace gossip shouldn’t be left untreated.  Management may need to increase its communication (of accurate information) to employees, counsel serious offenders, and determine what other problems are creating a poor workplace culture.  Managers and supervisors may also need to examine their own behaviors to see how they are contributing to the problem. 

If it’s bad enough, maybe your organization wants to adopt something like the No Gossip Policy created by Professional Pride Training Co, Inc.  The policy has employees sign a document in which they agree to take several anti-gossip actions.  I particularly like number 6: “I will mind my own business, do good work, be a professional adult and expect the same from others.” 

For more on the advantages of a no gossip policy, see a recent article by HR blogger Susan M. Heathfield. She writes that some companies even terminate employees for violations.

Might there be reasons not to adopt an anti-gossip policy? ~AS

JEDDA – With the death of seven more Indonesian would-be hajj pilgrims since last Saturday, a total of 96 Indonesian would-be hajj pilgrims have died in the Holy Land.

The Hajj Information Center of the Indonesian Religious Affairs in Saudi Arabia disclosed on Tuesday that those who had died since last Saturday were Maryono M Karwito (56) of Semarang, Hernawati Mansyur (47) of Tanjung Karang, Nurdin Simanjuntak (41) of Percut, North Sumatra, Tuti Setiasih (68) of Bandung, Masniah Masdar (76), Karim Tato (63) of Dompu and Jawanar Kamil (82) of Sianok, West Sumatra.

Indonesia’s would-be hajj pilgrims in the current pilgrimage season totaled 209,000, of which 192,000 are grouped in the regular hajj pilgrimage program and about 1,000 others are grouped in the non-quota hajj program, or ONH-plus (first-class pilgrimage service).

The first batch of would-be hajj pilgrims was flown by a Garuda Indonesia airplane on October 23, 2009. It was part of the 192,835 would-be hajj pilgrims for this year’s hajj season.

Departures lasted on November 21 while arrivals of the hajj pilgrims would begin on December 2 to January 1, 2010.

The pilgrims are flown using wide-bodied aircraft consisting of nine A330-300s, four B-747s, one B-767-300Ers and one B-777-200.

Image via Wikipedia

Am vazut Constanta ultima oara acum 2 ani, in 2007. Anul trecut n-am mai fost la mare…cu toate ca as fi vrut. Vara asta am fost la Mangalia.

Pot spune foarte cinstit ca sunt un om caruia ii place muntele, dar, de la un timp – de fapt de vreo 3 ani – ma cheama marea…Marea Neagra. Si am sa scriu, chiar daca probabil nimeni n-o sa citeasca, despre titlu.

Constanta mi-a lasat un sentiment amestecat…un amalgam de istorie, turism si tarabagism. Daca esti turist in Constanta, esti lasat la voia norocului…ai noroc? Ei bine, daca ai noroc, poti sa dai de vreun muzeu, moschee, cladiri mai vechi, acvariu sau delfinariu…caci prin oras nu gasesti decat indicatoare spre nu-stiu-ce mall. Culmea e ca, la fel, daca ai noroc gasesti si marea…sau ma rog, daca ai un nas fin si simti mirosul marii. Caci, la fel, se pare ca plaja sau faleza in acest oras – Constanta – e numai pentru cunoscatori.Mangalia face parte din acelasi registru…Daca nu ai un simt innascut al directiei si al posibilelor locatii interesante…esti pierdut! Nu gasesti nici marea, nici cele cateva muzee…la naiba, risti sa iesi din Mangalia, eventual sa ajungi la bulgari sau la turci si nici macar sa-ti dai seama.

Image via Wikipedia

Odata ajuns pe plaja ai alta nedumerire…cineva s-a chinuit sa faca gramezi de alge chiar acolo unde limba plajei atinge apa, dar nimeni nu s-a deranjat sa vina sa le ridice…zile la rand si probabil chiar si dupa aia. Dar nedumeriri sunt nenumarate: de ce trebuie sa suporti muzica sau balci pe plaja, de ce nimeni si nimic nu stie si nu iti indica locatia vechiului far, de ce…de ce…de ce…degeaba!

Si totusi, de ce ma cheama marea, de ce la inceputul verii simt o nevoie stringenta, de la un timp, de a alerga prin nispul de pe plaja cu scopul bine inchegat in creier si cu obiectivul bine intiparit pe retina de a ma arunca in apa?!

Nu conteaza “de ce”, ci conteaza “s-o faci”…caci poti sa mergi oriunde si sa te simti bine…poti gasi o plaja mai retrasa…poti gasi un colt de plaja mai pustiu…poti gasi un muzeu…poti gasi o bucatica de istorie pe o straduta vis-a-vis de mall. Am invatat sa inchid ochii si sa gasesc frumosul la Marea Neagra…

Al’s Angels is one of Westport’s hardest working, most effective and least publicized community service groups.

Tireless fundraising provides holiday meals and gifts for special children, and families in tremendous need.  Many Westporters donate time and money — and local businesses offer cash, products and facilities too.

Al DiGuido, president of Al’s Angels, says:

It is the unwavering support of Bill Mitchell, the love of the  Gault family, the great heart of Tony Aitoro and his incredible team, our friends at a dash of salt, Mike’s Deli, The Black Duck, Mansion Clam House, Osianna, Riverview Restaurant, Dunville’s, Morton’s Steakhouse, Angela Mia, Norm Bloom & Son, Westport Aquaculture, Black Rock Vintners and so many more who provide us with a luanching pad that is so essential to our work and success.  No words can express the level of appreciation I have for this incredible group.

No words — but Al is a man of deeds.  He has put together a list of the many merchants, companies and groups that support Al’s Angels.  He hopes Westporters will “Shop With the Angels” this holiday season.  That, he says, “sends a message that we truly appreciate all they do.”

What an awesome idea.  The directory — available here — includes “Angel Spirits,” “Angel Apparel and Bling,” and “Angel Restaurants,” among much more.

The list also features services to remember long after holiday shopping is done: electricians, landscapers, snow plowers, builders, bankers, auto restorers, photographers and the like.

“None of these organizations has asked Al’s Angels for any recompense for the great work they do,” Al says. 

“But I feel an obligation of all Angels to support and give back to partners that answer our call every time.  Let’s show our appreciation to them.”

It’s hard to imagine a better holiday message than that.

(For more information on Al’s Angels, click here, or call 203-254-1759.)

By Kacey Scott

The Stockton High School Scholars Bowl team has had a good season so far, but that kind of success doesn’t happen over night. The team spends plenty of time preparing their minds for the questions they could be asked in upcoming meet.

“Every Thursday, the whole team practices at 7:30 in the morning. At the beginning of practice we do a vocabulary quiz, then we use the actual buzzers and go though a round or two of questions,” said Molly Schleicher, sophomore.

On the Stockton Scholars Bowl team there is a Varsity and a Junior Varsity team. Even though they are at different levels of their education, they all practice together, and answer the same types of questions and the same difficulty of questions.

The team practices hard every week, but they know that there is still the possibility of not knowing an answer. “We are as well-prepared as you can be, considering there is an infinite amount of questions they could ask,” said Jameson Nyp, senior.

As the season continues, members become more aware of the areas they could improve in. “I wish I knew more of the authors, like the older books, but that is thanks to our lovely English teacher,” said Jon Reed, junior.

Our friends at Sport and dev* had this recent item about Shaun White, the world champion snowboarder and skateboarder (showoff ).

Shaun partnered with one of my favorite organizations, Right to Play, to both raise money and awareness via an auction on eBay.  Getting equipment from Burton I am sure is great but spending time with Shaun and getting to experience the snowboard championships next year as a VIP will create lifelong memories. That is something sport can continually offer. Congratulations to all involved.

*Don’t forget to sign up for Sport and dev’s newsletter at http://www.sportanddev.org/

Snowboarding Superstar Auctions Himself

16 November 2009, Shane Crowhen

Shaun White, snowboarding gold medallist, recently put himself up for auction on EBay.

For some the opportunity to snowboard with Shaun White would be a dream come true- and for someone this just became a reality.

The chance to spend a day riding with White was auctioned on EBay. The winner of the auction also received “The White Collection” by Burton including board, boots, bindings and outerwear. But wait, that´s not all- they also get one night’s accommodation at a four-star hotel on March 20, 2010 to allow them to use their VIP passes to the Burton U.S. Open Snowboarding Championships at Stratton Mountain, Vermont.

The winning bid of $6100 USD was donated to Right to Play to help them continue their work  with children and communities in some of the most disadvantaged areas of the planet.

Shaun has previously been involved with Right to Play programmes in Rwanda.

In the past couple of weeks multiple news outlets covered the story about an all HIV-positive woman’s soccer team in Zimbabwe.  They are using the sport as a unifying force given their circumstances (most are unemployed and/or are caring for children in addition to their health status).

The story of the ARV Swallows has been captured in the documentary, The Positive Ladies Soccer Club. You can find more information about the documentary at http://www.thepositiveladiessoccerclub.com.

The organization behind the documentary, Medecins Sans Frontieres, offers the following article about the team and the documentary. You can find the full article at http://www.msf.org/msfinternational/invoke.cfm?objectid=10906D09-15C5-F00A-251436BAAB76C651&component=toolkit.article&method=full_html, with an excerpt below.

You can find additional coverage at http://www.cnn.com/2009/HEALTH/11/19/positive.ladies.football.zimbabwe/index.html and at http://tinyurl.com/ydhyszu.

(Excerpt)

The Positive Ladies Soccer Club – An MSF documentary

A group of HIV ladies in one of the poorest township’s of Zimbabwe, Epworth, decide to form a football team. Women in Zimbabwe don’t usually play football and HIVpositive women are stigmatized so much that they are afraid to disclose their status even to close family members. This group of women has to overcome all this and find strength within themselves against great odds.

The film is about their football team, the ARV Swallows and focuses on the lives of four players. We hear their stories; follow them in their daily lives, in their visits to the clinic, to church, to practice and to the football games.

“They thought we were just playing games. They would laugh at us and say, ‘How can women play football? Will you be good at it? How can you sick people play soccer?’ “Meria Kabudura, winger.

The idea of an all-female team is laughed at by the local population. Men especially are very scornful at the idea of women playing football. And the first training sessions seem to prove that the men are right – the Swallows are hopeless and the coach walks off the training grounds in despair.

Team captain, Annafields is determined that ARV Swallows will be a success. She gives the team a pep talk which motivates the ladies and they start to training intensely even at their homes by themselves, with other team mates or even with their children. We follow their training regime and how they fit exercise and practice around all their other daily responsibilities.

But attending regular football practice is not easy for Meria. Her HIV positive husband is suffering from tuberculosis and needs daily injections over a period of two months at the local clinic. The only way for him to get to the clinic is for Meria to push him there in a wheelbarrow. Then she has to wheel him back from the clinic, find enough firewood so she can cook a meal for her family and take care of the children. After that, finding the energy to go to soccer practice is a real struggle, but her teammates won’t let her give up and, through their help, finds the strength to continue.

Defender Nyarai describes her HIV diagnosis as the saddest time in her life. Her neighbors advised her that it would be better if she took poison and killed herself. Being part of the team has provided her with support and given her a place to talk about her problems and seek comfort and advice.

“Even though we have the HIV virus, we are not AIDS victims Annafields Phiri,” team captain.

The women confront their situation with tenacity, determination and above all, joy. Despite their difficulties they sing, dance and cheer.

(The article continues at http://www.msf.org/msfinternational/invoke.cfm?objectid=10906D09-15C5-F00A-251436BAAB76C651&component=toolkit.article&method=full_html)

Author: Madeline Lewis
Source: articleage.com

“Perfect balance in a business exists only in the organizational chart. A living business is always in a state of imbalance, growing here and shrinking there, overdoing one thing and neglecting another.” (Peter F. Drucker)
I believe the three major trends in organizational processes are: discontinuation of the old way of doing business (re-engineering); migration and starting a new way of doing business (organizational change).
One of the most often sited reasons why many re-engineering, free key chain
, projects do not achieve the level of success the organization expects deals with the issue of organization culture change. You can have the most efficient process in the world, on paper, and still not have a “world class” operation. You must remember that people have to execute the plans, perform the activities, and provide the interface, free key chain
, to the customer. If you have left out of the improvement process a plan on how to change the behavior of the human resource, your project will not succeed.
Culture change does not come only as a result of a change in the “system.” It comes as a result of consistent incremental change in the way a person feels about the system. Human beings must see that, free key chain
, there is less pain and more pleasure associated with the change than not changing. However, it has only been in the last few years that the business community realized the importance of this relationship to their “bottom-line.”
When an organization is planning a change of any kind that will affect the day-to-day activities of people, the relationship between pain (i.e., emotional cost) and pleasure (i.e., benefit to the individual) must be considered. Human beings are stimulated or held back based on their association of personal benefit or cost as a result of a change in their environment. As a person is faced with change, he will evaluate or question whether or not making the change will cost a great deal in emotional stability or provide a great deal of personal benefit. It is this relationship that determines real, lasting change in a person.
People are usually told of the benefit the organization will realize if the change is made, in terms of cost savings, ability to process more requisitions more easily, etc. So, why do most employees resist the change to the new system? Simple question because they associate, free key chain
, more pain to changing than not changing. Most people feel that when management says “cost savings” they really mean job abolishment. And when management say “ability to process more requisitions” they really mean the employees’ workload will increase. With these interpretations, or mis-interpretations, of the situation, is there any wonder why these employees are not interested in changing the way they do business?
Once a change has been announced, usually the first reaction people have is to meet the change with a sense of shock. They ask themselves, “Where did this come from?”, What is going on?”, “I did, free key chain
, not know anything about this!”, or “This is not what I agreed to!” Most people I know that have been confronted with change reacted this way?
No one can except change until after he gets through the anger, shock and denial. However, once the person has accepted the change as real and that it is going to happen, he begins to rationalize his role in the new situation. It is important to understand that not only can an individual accept the situation and begin to work toward the new vision, but one can also, free key chain
, accept the situation as having a negative impact and choose to leave the organization. Either way, the individual has accepted the fact that the new environment exists.
It is extremely important that we understand that people will go through each phase, in varying degrees, as they transition, free key chain
, from the old way of doing business to the new way
of doing business. How we as managers handle this transition period is the key.
Change cannot be accomplished without the commitment and involvement of the organization’s leaders. As an organization transition from an old way of doing business to a new way of doing business, leadership becomes the glue that will hold that organization together.
Leaders, free key chain
, must have an assured and unwaiverable way of thinking about change. They should have a plan which will guide the situation and help to formulate the process of change to be implemented. Leaders should also have a clear idea of what the change will generate. Leaders should initiate change at the point where they have the most control and can make reliable predictions about the consequences of their actions. Leaders should also recognize that change in any one part of the situation affects the whole. They must be alert for unanticipated, free key chain
, consequences of their actions.
The most important task of a leader is creating a climate that is conducive to the change being attempted. An emotional, free, free key chain
, key chain
, atmosphere in which people feel that the leader is empathetic and non-judgmental toward the employees and their needs is a climate in which people will be more open about their feelings and resistance.
Change is itself a process and must be treated as such. An organization cannot expect people to change the way they have done things for years, overnight. Change is not something that should, free key chain
, be taken lightly. It is complex and if managed properly, can be very beneficial to the employees and the organization as a whole. Proper management of the transition of people through the process, free key chain
, of change is critical to the success of a new system.
Planned change processes often work, if conceptualized and implemented properly; but, unfortunately, every organization is different, and the processes are often adopted “off the shelf” the appliance, free key chain
, model of organization change, but a complete program, like a quality circle package, from a dealer, plug it in, and hope that it runs by itself. Alternatively, especially in the underfunded public and not-for-profit sectors, partial applications are tried, and in spite of management and employee commitments do not bear fruit.
Migration is the in between part of the, free key chain
, transition. You have to let go of the old way but you have not quite gotten to the point of fully grasping the new way. It is like being on a trapeze. As you let go of the first trapeze there is a moment before the other trapeze gets to you. It is during that time that you have nothing to hold on to. It is also during that time that many questions may go through the trapeze artist’s mind; things like, “was this a wise thing to do?” or “will I be able to catch the other trapeze?” This can be a very difficult time, yet it can also be a very innovative and creative time
Some pertinent areas to keep abreast of are:
I. Anxiety/absenteeism/old weaknesses and wounds emerging.
II. People are overloaded; systems are unreliable; signals get mixed.
III. Teamwork is undermined; people take, free key chain
, sides; old way/new way.
IV. Organizations/people are vulnerable to attacks from outside and defenses, free key chain
,, free key chain
, are weakened.
To get through this a manager has to, free key chain
, recognize that this behavior is “normal” and expected; create temporary systems or ways to deal with this period; protect their people and communicate/keep the people informed. Be open and honest about the affects of the changes being made.
Organizations, by their very nature, are conservative. They actively resist change. You do not have to look far to see evidence of this phenomenon. Government agencies want to continue doing what they have been doing for years, whether the need for their service changes or remains the same. Organized, free key chain
, religions are deeply entrenched in, free key chain
, their history. Attempts to change church doctrine require great persistence and patience. Educational institutions, which exist to open minds and challenge established doctrine, are themselves extremely resistant to change. Most school systems are using essentially the same teaching technologies today as they were fifty years, free key chain
, ago. The majority of business firms, too, appear highly resistant, free key chain
, to change.
The, free key chain
, age of ever changing organization,, free key chain
, shifting strategy and capabilities to, free key chain
, match rapidly changing markets is in full bloom. Today, the core competencies of successful organizations go beyond simply changing to react to market threats. Successful organizations institutionalize their ability to continually adapt, and master the paradox of creating a stable environment for continual change. They are flexible organizations.
Flexible organizations continually develop new strategies and adapt to new market realities, and then shift all aspects of the organization so that they are congruent with the new strategies. They are composed of people who understand the need to change structures,, free key, free key chain
, chain
,, free key chain
, processes, and behavior to meet the needs of different customers, and who shift the organization design as the market and the customers shift. Flexible organizations are composed of people who enjoy change and some who do not like change, but together are experienced in the organizational change process.
Flexible, free key chain
,, free key chain
, organizations use their organizational design as a competitive advantage. Their executives, managers, and employees change the shape of their organization to match the external environment. They reconfigure themselves to adapt to changes in the environment unlike post-war industrial giants, which were designed only to overpower their environment. Flexible organizations are designed to fit into their environment, free key chain
, .
The flexible, free key chain
, form is becoming more common,, free key chain
, because the strategic drivers in most organizations are more difficult to management, with dual or multiple reporting relationships, lateral relationships, increased teamwork, and empowered employees making decisions independently. It can drive a traditionally oriented manager crazy.
Leading change and managing performance are ongoing, organizational processes affecting all organizations, all the time. Personal, team, and organizational performance are distinctive yet interconnected dynamics that continuously
influence one another. What occurs in one domain affects the performance and results experienced in the others. , free key chain
, For example, increased organizational performance is an outcome of
improved team performance and productivity. To increase team performance, personal performance needs, free key chain
, to rise. To raise the level of personal performance, the operations and practices of the organization must be supportive, integrated, and aligned.
For instance, Total Quality Management (TQM) at first glance, free key chain
, was seen primarily as a change in an organization’s technology and its way of doing, free key chain
, work. In the human services, this means the clients are processed the service delivery methods applied to them and ancillary organizational processes such as paperwork, procurement processes, and other procedures. TQM was also a change in an organization’s culture, the norms, values, and belief systems and how organizations functioned. And finally, it was a change in an organization’s political system (i.e., decision making processes and power bases).
Other key considerations had to do with alignment among various organizational systems. For example, human resource systems, including job design, selection processes, compensation and rewards, performance appraisal, and training and development had to align with and support the TQM culture at that time. Organizational structure and design was definitely different under the TQM system. Management could possibly be reduced and organizational roles were most certainly changed. In particular, middle management and first line supervisors were operating in new ways.
In designing a comprehensive change process, the leader had to acknowledge the existing, free key chain
, organizational culture (norms, free key chain
, and values, managers’ leadership philosophies and styles at all levels) to ensure a good fit. TQM had a need to be congruent with or aligned with other organizational processes, including reward systems, financial & information systems, and training systems.
The study of planned organizational change has, with very few exceptions, were viewed as an episodic activity. . When change is seen as an episodic activity, it has a beginning, a middle, and an end.
Some experts have argued that organizational change should be thought of as balancing a system made up of five interacting variables within the organization; people, tasks, technology, structure and strategy. A change in any one variable has repercussions on one or more of the others.
Again, this perspective is episodic in that it treats organizational change as essentially an effort to sustain its equilibrium. A change in one variable begins a chain of events that, if properly managed, requires adjustments in the other variables to achieve a new state of equilibrium.
Another way to conceptualize the episodic way of looking at change is to think of managing change as analogous to captaining a ship. The organization is like a large ship traveling across the calm Mediterranean Sea to a specific port. The ship’s captain has made this exact trip hundreds of times before with the same crew. Every once in a while, however, a storm will appear, and the crew has to respond. The captain will make the appropriate adjustments meaning, he implement changes and, having maneuvered through the storm, will return to calm waters. Managing an organization should therefore be seen as a journey with a beginning and end, and implementing change as a response to, free key chain
, break in the status quo and needed only in occasional situations.
The knowledge a manager has caters to the critical issues of organizational adaptation, survival and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and, free key chain
, information processing capacity of information, free key chain
, technologies, and the creative and innovative capacity of human beings.
Today’s business world does not put a premium on playing by pre-defined rules but on understanding and adapting as the rules of the game, as well as, the game itself keep changing. Examples of such changing business rules, conventions, and assumptions are suggested by the emergence of virtual corporation, free key chain
, and business ecosystems.
Managers need to develop a greater appreciation for their intangible human assets, captive in the minds and experiences, free key chain
, of their knowledge workers. Without these assets, companies are simply not equipped with a vision to foresee or to imagine the future.
Always make sure to, first assess preconditions and current state of the, free key chain
, organization to make sure the need for change is clear and that there is an appropriate strategy. Leadership styles and organization culture must be congruent, if not implementation should be avoided or delayed until favorable conditions exist.
And secondly, remember that change can be a difficult, comprehensive, and long term process. Leaders will need to maintain their commitment, keep the process visible, provide necessary support, and hold people accountable for results. Use input from stakeholders, as possible, and of course, maximize employee involvement in design of the system.
I believe that strategies will persist as guiding forces for organizations seeking to manage necessary change in the coming years. Strategy has been valued by mangers for centuries, originating in military use. As organizations seek to win decisively in increasingly competitive fields, strategy will become increasingly important. Managers have to aggressively define their competitive threats, free key chain
, and opportunities, build up their weaknesses.
In the interim, we can ask the question, can an organization ever be too lean, too flat, or too flexible? The flattening and loosening up of organization structures have the primary purpose of enhancing competitiveness by increasing speed, reducing cost, and increasing quality. Like all good things, however, there may be a point of diminishing returns. An organization may, at some point, need more management levels, more staffing, and more centralized staff services. More levels may provide more perspective in high-risk decisions, (and perhaps slow down the pace of action), improve integration of scattered management units represented through wide spans, and provide bite size steps in developing managers.
Perhaps, free key chain
, the most important thing worth repeating is to involve employees in the decision making process, at whatever stages and levels possible. Create an atmosphere of amnesty, so workers and managers feel free to share improvement needs. Tell people what the quality standards are so that inspection and review is not necessary. Emphasize feedback and both quantitative and qualitative performance tracking. Make sure quality teams have the necessary tools and, free key chain
, resources, such as training, facilitation, and time to meet. In large organizations, regional offices in particular will probably need lots of support in order to keep the process alive and thriving.
In the words of Marilyn Ferguson, American Futurist:
“It’s not so much that we’re afraid, free key chain
, of change or so in love with the old ways, but it’s that place in between that we fear… It’s like being between trapezes, free key chain
, . It’s Linus when his blanket is in the dryer. There’s nothing to hold on to.”
______________________________
Beckhard, R. & Pritchard, W. (1992). Changing the Essence. San Francisco: Jossey Bass.
The Electronic College of Process Innovation. Business Process Re-Engineering Fundamentals. Chapter 7. Department of Defense.
Bennis, W. & Nanus, B. (1995). Leaders. New York: Harper & Row.
Kanter, R. (1987). The Change Masters. New York: Simon & Schuster.
Packard, T. (1989). Participation, free key chain
, in decision making, Performance, and job satisfaction in a social work bureaucracy. Administration in Social Work. 13(1), 5973.
Tichey, N. (1998). Managing Strategic Change. New York: John Wiley & Sons.
Cohen, S. & Brand, R. (1993). Total Quality Management In Government. San Francisco: Jossey Bass, Inc.
R. H. Hall. Organizations: Structures, Processes and Outcomes. 4th Edition (Englewood Cliffs, NJ: Prentice Hall. 1987. P.29.

Northern Dutchess area. Nov. 26. The Rhinebeck Lions Club will prepare and deliver Thanksgiving meals for northern Dutchess residents who are alone or unable to provide themselves with a traditional meal. Members and volunteers will prepare and deliver meals the morning of Thanksgiving, Nov. 26. Reservations are required by calling 845-876-3620 or

 e-mail:  chris@dapsonchestney.com.

The following Catholic organizations are having national meetings in December and January.

12/28/2009  – 1/1/2010 
NCSC – National Catholic Student Coalition
NCSC Annual Leadership Conference – Our Communities in Need
Philadelphia, PA
A membership organization that seeks to be the representative voice of Catholic collegians, providing students with the necessary resources, network, and partners to aid the formation of faith-filled Catholics. 
 
1/15/2010  – 1/19/2010 
NCOD – National Catholic Office for the Deaf
NCOD Pastoral Week 2010
Houston, TX
A membership association dedicated to the pastoral ministry with deaf and hard-of-hearing persons. The mission of NCOD is to spread God’s message through the support of the Deaf and Hard-of-Hearing Pastoral Ministry so that we may all be one in Christ. 
 
1/30/2010  – 2/1/2010 
ACCU – Association of Catholic Colleges and Universities
ACCU Annual Meeting
Washington, DC
The official collective voice of Catholic higher education in the US. ACCU’s mission is to help foster a vibrant Catholic identity at member institutions and support cooperation among them for the greater good of society and the Church.

To learn more about these conferences, visit the Active Parishioner website calendar.

My group of five girls that went to the dance conference prayed over our flags, tambourines, and streamers.

One web site I wanted to share with my readers is Shachah Ministries International. According to the site, “Shachah in Hebrew means worship (prostrated with face touching the ground). We are here to share the joy found in the freedom of dance for God in worship.” 

 This web site shows that this ministry instructs others how to worship with flags, tambourines, streamers, and dancing. Pastor Michael and “Aunty” Magrate Yap, founders of Shachah Ministries International, sell manuals and videos to help people learn how to use these biblical, worship techniques.  According to the web site, “Shachah Ministries International has ministered in countries around the world. Conducting seminars and conferences in places such as Japan, Hong Kong, China, Malaysia, Singapore, Fiji Island, Cayman Island, Jamaica, Aruba, Dominican Republic, Costa Rica, Argentina, Mexico and the United States of America.”

 Thursday, November 12 – Sunday, November 15, 2009, I was able to go to Shachah’s Dance Conference at Blue Mountain Christian Retreat Center in New Ringgold, PA.  I went with two other girls from my church, and two girls from Maranatha Revival Church.  I drove to Pennsylvania for the first time!  We got to Blue Mountain on Thursday late at night.  Friday and Saturday were very busy days for us.  The sessions for learning the flags, tambourines, and streamers were two or three hours long each! Some sessions were longer, but the times were split before and after lunch.  The only times we had a break was for breakfast, lunch, and dinner! Whenever we had a break we enjoyed practicing with our flags and tambourines.

 All five of us had a great time last weekend.  We really enjoyed learning the new techniques.  We also enjoyed the services and times of prayer.  Our group prayed for one another throughout the weekend.  The whole trip was an amazing experience.  We learned a lot and we hope to learn a lot more at our next dance conference next year.

This story highlights the power of sport, whether it is seen as a means to an end or just the end in and of itself. In the case of Talbot Kennedy and his participation on his wheelchair rugby team, it is both.

You can see the full article and watch a video at http://www.cnn.com/2009/HEALTH/11/16/wheelchair.rugby/index.html, with an excerpt below.

(btw, I hate trampolines)

(Excerpt)

Wheelchair rugby puts athletes back on the team
by Leslie Wade, CNN Medical producer
November 16, 2009

Atlanta, Georgia (CNN) — Talbot Kennedy became a quadriplegic on the last day of high school. He’s still an athlete.

Playing rugby has helped Kennedy come to terms with his injury and his new life using a wheelchair.

“I’ve always been active in sports, and being on a sports team, it’s almost like you’re part of a family,” he says. “It’s your second family.”

The Smash Rugby team at the Shepherd Center, a rehabilitation hospital in Atlanta, Georgia, scrimmages several nights a week on an indoor basketball court.

“Take a hit Talbot,” says coach and occupational therapist Amy Bohn.

The team is part of the United States Quad Rugby Association, playing in tournaments across the country from November through April.

“I got hurt jumping on a trampoline,” says Kennedy, now 24. “We were in the cheerleading gym … and I was all ready to go celebrate graduating from high school … and I remembered I’d seen my friend try this trick.”

But Kennedy landed on his head, damaging the vertebra in his upper neck. He was paralyzed from the chest down.

Entering college on the cheerleading scholarship he’d won was no longer an option.

“When I first got hurt I was worried about would I ever be able to live by myself or do other things that I wanted to do,” says Kennedy.

Then during rehab at Shepherd, he saw a wheelchair rugby match. “When I found wheelchair rugby and I realized you’re out here working hard and hitting people, that made it all the better.”

(The article continues at http://www.cnn.com/2009/HEALTH/11/16/wheelchair.rugby/index.html)

The Summit on the Global Agenda 2009 is currently taking place in Dubai, UAE.

Amongst the Councils this year is the Role of Sports in Society.  Council members include: Dame Tanni Grey-Thompson, David J. Stern, Dong Jinxia, George Foster, Jeremy Darroch, Jérome Valcke, Malcolm Speed, Marianne Engle, Mel Young, Nick Keller,  Philippe Huber, Pierre Lanfranchi, Rosi Prescott, Sean Collins, Sean Jefferson, Tegla Loroupe, Tessa Jowell, Timothy P. Shriver, Wilfried Lemke. Bios for these individuals can be found at:  http://www.weforum.org/en/about/GlobalAgendaCouncils/ListofMembers/index.htm?isSearch=true&Year=2981&Council=Global+Agenda+Council+on+the+Role+of+Sports+in+Society&Cluster=&Role=&Stakeholder=&Gender=&Country=&Region=&Keywords=

The Global Agenda Councils of the World Economic Forum are selective, invitation-only groups focusing on key topics in the global arena. Each Global Agenda Council, comprised of 15-20 members, serves as an advisory board to the Forum and other interested parties, such as Governments and International Organizations.

For a list of all the Councils, please visit http://www.weforum.org/en/about/GlobalAgendaCouncils/ListofCouncils/index.htm.

Event: Network of Global Agenda Councils

“The World Economic Forum is forming Global Agenda Councils on the foremost topics in the global arena. For each of these topics, the Forum will convene the most innovative and relevant leaders to capture the best knowledge on each key issue and integrate it into global collaboration and decision-making processes.

Global Agenda Councils represent transformational innovation in global governance, creating multistakeholder groups composed of the most innovative and influential minds for the purpose of advancing knowledge as well as collaboratively developing solutions for the most crucial issues on the global agenda.

Global Agenda Councils will challenge prevailing assumptions, monitor trends, map interrelationships and address knowledge gaps. Equally important, Global Agenda Councils will also propose solutions, devise strategies and evaluate the effectiveness of actions using measurable benchmarks.”

You can learn more about the Network, the other Councils, and its associated members at http://www.weforum.org/en/about/GlobalAgendaCouncils/index.htm.

Cleveland, Akron and a  reported emerging brotherhood of Kent State Black Foot Soldiers are denying responsibility for the FECES & URINE BOMBING reported to have taken place at a tribute created by Kent State students for critically wounded business major Chris Kernish who now stands charged with being a reparations offender and is suspected of being a “Nigger Word Thinker.”

SEE: (EXCLUSIVE) UCLA Katherine Rosen A “Nigger Word Thinker?” Did College Student’s Vile Racist Thoughts Ignite Stabbing? UCLA Black Foot Soldiers Review Case of Damon Thompson

Yesterday, in the wake of two brothers arrested for what whites are calling an unprovoked attack on Kernich that left him unconscious and critically wounded, Ohio Yakub Muslim elders requested that any Nubians or blacks who have heard him think “nigger” come forward and bear witness against him.

“DON’T ASSAULT OR KILL THE DEVIL FOR THINKING NIGGER” – Yakub Muslim elders issue national warning to brothers & sisters awakening to new evolutionary mastership.

While key Kent State contacts are confirming the FECES BOMBING, source say it was quickly cleaned and that university officials, in hopes of preventing copy cat bombings, are denying the incident and refusing to report it to local Western media channels.

RHINEBECK – A former 4-H club treasurer has been charged with raiding the club’s treasury.

Timothy J. Arata, 40, of Rhinebeck, was charged by state police with felony grand larceny. Arata was the treasurer of the Gentle Giants 4-H Club during 2008.

Read On: www.dailyfreeman.com/articles/2009/11/21/blotter/doc4b0779e02174f390389881.txt

It occurred to me recently that my line of work has prepared me for undercover spy operations in the world’s most secret of secret organizations because I can understand language that is so foreign it belongs to no known country and so unique it is developed instantly as one speaks. (ex: “I dood it last tomorrow.”) In addition to that, I have the unique ability to decipher the most complex of codes. How? You ask. I’ll tell you how…

My young students have learned the sounds of the alphabet. They are now writing phonetically and I have no difficulty deciphering their prose. Therefore, if I can read their tiny yet significant communiqués, I am certain I can decode the meaning of any super secret spy correspondence.

I think I’ll be a spy.

If you can read the following, you can become a spy. Just like me.

Secret code sample 1.
dr moly cn u b at mi prty ncxt tim

Secret code sample 2.
i wot tu b lin ledr tuda

Secret code sample 3.
hrl n drl wnt arowd th sprl strcas

Hint:
The first secret code is not written to Dr. Moly nor is it written to Molly.

If you decipher the messages, especially #1, please leave your answers in the comment link below.

Over and Out.

Copyright © (2009) Diane

by Jessica Calderwood

Where do you aspire to be at age 75? Do you envision living in a nursing home, reliant on the care of others, or do you imagine your own familiar home where you are living independently?

Being independent and living in your own home is the biggest goal for aging people, said Scott Wright, director of the Gerontology Interdisciplinary Center at the University of Utah.

Gerontology is the study of the social, psychological and biological aspects of aging. There is now an emerging field of study called gerontechnology. It combines the field of gerontology and the field of technology. The goal and main focus of this field is to help older adults maintain their independence and quality of life throughout the aging process.

Many older adults, like Gayle Olson, 81, enjoy independence.

“I’m not up in the technology,” Olson said.

Although she feels she is not technologically savvy, Olson benefits from technological advances that make her home life easier and more fulfilling.
She enjoys staying in touch with her 11 children and their families over the phone. However, she doesn’t own a cell phone.

It gives her peace of mind to know that her Social Security check will be electronically deposited into her bank account each month. She knows it’s there, but doesn’t use a computer.

She relies on the weather report from the local news to plan her outings.

Such simple things may not seem technologically advanced. However, they are important in maintaining independence and happiness in Olson’s life.

“The fountain of youth is being active,” Wright said. Most importantly, if a person can stay physically and mentally active, they will have a higher quality of life at any age.

For those willing to learn, there are computer games that monitor and exercise cognitive ability.

There are now sensors that can be installed in the home to notify a caregiver if a person is potentially unsafe. For example, caregivers would know if a person has fallen down or has not turned off the stove.

Health technologies that monitor blood pressure, respiration and other conditions in real time while the person is at home reduce the need for frequent doctor visits.

Medication dispensers provide the correct medicines at the appropriate times, reminding a person to take them using flashing lights and sounds.

For people like Olson, utilizing technological advances to improve quality of life can be something as simple as listening to a book on CD when eyesight begins to deteriorate.

Gerontechnologists focus on these specific aspects of life that can be improved through technology: health, housing, mobility, communication, leisure and work.

The International Society for Gerontechnology (ISG), established in 1997, is a nonprofit organization in the Netherlands. It has branches and members throughout the world and organizes conferences every two to five years.

The seventh world conference of the ISG will occur in Vancouver, Canada, in May 2010. Experts in gerontechnology will share their knowledge and experience. The conference is a meeting of the minds of professionals who desire to apply their expertise and the latest technology to enhance the health, functional capacity and quality of life of older adults.

Another organization focusing on applying technology to the issue of aging is the Center for Aging Services Technologies (CAST), which was organized in 2002.

CAST is an international coalition of more than 400 technology companies, aging-services organizations, businesses, research universities and government representatives working together under the sponsorship of the American Association of Homes and Services for the Aging.

Both of these organizations involve the coming together of experts in their respective fields. They have the desire to apply technology in new and innovative ways to improve the lives of aging adults.

Wright believes within 20 years, technology will transform what it means to grow old. The technological advances and applications will not only improve the longevity and health of older adults, but will also help them adapt to the natural aging process.

Aging adults can look forward to many new and exciting advances in technology. One of those advances is the invention of future home assistant robots like the robulab10 being developed by ROBOSOFT of France. Different models of this particular robot will provide cognitive assistance or physical assistance in the home.

by Lee Horton

For most of us, the ability to drive is a privilege. Having that privilege taken away would be akin to having our independence taken away.

When people obtain their driver’s license as a teenager, they gain the ability to go almost anywhere they want, provided they have the resources. The freedom to roam as they please only increases over the next 30, 40 or 50 years. The older people get, though, the more their physical abilities start to dwindle. Often, the privilege of independent transportation is taken away, but their need for transportation still exists.

“Things weaken with loss,” said Scott Wright, director of the Gerontology Interdisciplinary Program at the University of Utah. “It’s important to let (older adults) know they have options.”

When it comes to catching a ride to an important doctor’s appointment or the pharmacy, or to do other essential errands, an option older adults in Salt Lake County have is the Salt Lake County Aging Services’ Senior Transportation Program.

The Senior Transportation Program provides rides to people 60 years old and older who have no other means of transportation.

“A lot of people in their 70s and 80s can drive,” said program manager Bob Prottas. “(A person) might be able to drive to the store, the library, church or other places near her home, but she might not be comfortable driving to the University of Utah.”

Prottas reports the free service has been put to good use.

“We do 50,000 rides per year,” Prottas said. “We’re north of 200 every week.”

According to the Aging Services Web site, the Senior Transportation Program drives older adults to medical appointments, physical therapy, pick up prescriptions or to visit family members in hospitals. Some riders only use the services when their usual modes of transportation are unavailable. Others use it on a regular basis. The frequency often depends on the rider’s nearby family support.

“Some don’t have family, or they’re out of town, or they don’t give a damn,” Prottas said.

Wright and other gerontologists feel such programs go beyond the medical benefits in helping adults live healthier, longer lives.

“We feel mobility is critical for older adults,” Wright said.

Many older adults fear crime and the other dangers of the world. Statistics, however, show they are not often victims of crimes. Wright feels it is important these fears don’t stop older adults from venturing beyond the walls of their home. Just being out and interacting with the world is crucial.

“The fountain of youth is being mentally and physically active,” Wright said.

Prottas adds internal pride and a type of self-esteem to the list of benefits of the Senior Transportation Program. “It helps them maintain their independence,” he said.

The program allows older adults to not only take care of their essentials, but also to arrange the weekday rides to fit their schedules.

Driving positions are filled by both employees and volunteers, all of whom must pass a criminal background check. They also must possess the right kind of personality. Prottas considers driving older adults a “social-type job,” and therefore looks to hire outgoing people.

The Senior Transportation Program has 64 volunteers and is always looking for more. Just about anybody with a clean record and a driver’s license can volunteer.

“(The volunteers) range from their mid-20s to their mid-60s,” Prottas said. “Some of our volunteers are more apt to be clients.”

The service is available Monday, Tuesday, Wednesday and Friday from 8 a.m. to 4:15 p.m., and Thursdays from 9:30 a.m. to 4:15 p.m. Rides can be scheduled up to a week in advance. Prottas recommends getting it scheduled as close to that week as possible, as the schedules fill up fast.

There is no cost, though Aging Services sends out slips recommending a $2 donation for each trip. Because some clients do not pay and others pay more than $2, Prottas says the average received donation per ride is $1.75. With 50,000 trips in a year, according to Prottas, the program brings in approximately $87,000 per year.

Among those 50,000 rides are group grocery shopping trips prearranged with participating senior centers. Individual grocery excursions, though, do not fall within the “essential” category. The same is true for rides to movies, hairdressers or to the mall. Prottas and the Senior Transportation program will help people meet their needs, but satisfying wants is left up to the riders themselves.