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Workplace Survey, Findings 1.Workers are struggling to work effectively. When focus is compromised in pursuit of Collaboration, neither works well. 2. Effective workplaces balance focus and collaboration. Workplaces designed to enable collaboration without sacrificing employees’ ability to focus are more successful. 3. Choice drives performance and innovation. Employers who provide a spectrum of choices for when and where to work are seen as more innovative and have higher-performing employees.
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THE PROBLEM TO SOLVE PROBLEMS
- Created on Wednesday, 22 August 2012 00:29
- Last Updated on Thursday, 15 November 2012 14:33
- Written by Extracted from “How People Define and Solve Problems” by Yiorgos Mylonadis
- Hits: 4664
Every decision involves problem solving. However, our problem-solving ability in management is so limited because our models of problem-solving are devoid of people while actual problem-solving isn’t.
Executive managers can be extremely well educated with many years of experience; they may also be successful managers who have accomplished great things - but frequently their ability to solve a problem is severely limited. That sounds like a paradox, but people cannot define the problem they are trying to solve.
Every decision involves problem solving. In some cases we employ professionals who do that job - they’re called project managers and administrators and so on. They are certainly a part of that process, but what happens when you have to anticipate an issue or when you don’t have an established process or routine to deal with it? You have to define the issue before you can pick a routine to address it.
Read more...HOW TO BUILD SUCCESSFUL WORK TEAMS
- Created on Sunday, 22 July 2012 23:38
- Last Updated on Thursday, 15 November 2012 14:33
- Written by Extracted from “Twelve Tips for Team Building” by Susan M. Heathfield
- Hits: 4284
People in every workplace talk about building the team, working as a team, and my team, but few understand how to create the experience of team work or how to develop an effective team.
No matter what you call your team-based improvement effort: continuous improvement, total quality or self-directed work teams, you are striving to improve results for customers. Few organizations, however, are totally pleased with the results their team improvement efforts produce. If your team improvement efforts are not living up to your expectations, this self-diagnosing checklist may tell you why. Successful team building, that creates effective, focused work teams, requires attention to each of the following.
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DESIGN THINKING FOR SOCIAL INNOVATION
- Created on Monday, 21 May 2012 23:56
- Last Updated on Thursday, 15 November 2012 14:33
- Written by Adapted from “Design Thinking for Social Innovation” by Tim Brown and Jocelyn Wyatt
- Hits: 2319
Traditionally, designers focused their attention on improving the look and functionality of products. A classic example of this type of design work is Apple’s iPod. In recent years designers have broadened their approach, creating entire systems to deliver products and services.
Design thinking—inherently optimistic, constructive, and experiential—addresses the needs of the people who will consume a product or service and the infrastructure that enables it. Businesses are embracing design thinking because it helps them be more innovative, better differentiate their brands, and bring their products and services to market faster. Nonprofits are beginning to use design thinking as well to develop better solutions to social problems.
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FOUR WAYS TO SCALE SOCIAL IMPACT
- Created on Monday, 25 June 2012 01:24
- Last Updated on Thursday, 15 November 2012 14:33
- Written by Adapted from “Scale Impact: How to get 100x the results with 2x the organization” by Jeffrey Bradach
- Hits: 1937
Today, non profit leaders are searching for ways to scale impact beyond adding sites. Put simply, the question now is “How can we get 100x the impact with only a 2x change in the size of the organization?”
Today, there may be no idea with greater currency in the social sector than “scaling what works.” This effort builds on the work of innovative social entrepreneurs and represents an opportunity to address some of society’s most intractable problems. At the same time, non profit leaders and philanthropists are searching for ways to scale impact beyond adding sites. Put simply, the question now is “How can we get 100x the impact with only a 2x change in the size of the organization?”
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SIX PRINCIPLES TO ENVISION SOCIAL CHANGES
- Created on Sunday, 22 April 2012 23:40
- Last Updated on Thursday, 15 November 2012 14:33
- Written by Based on "The Pollyanna Princpiles" by Hildy Gottlieb
- Hits: 3761
“When we assume we are separate, we build systems that reinforce that separateness. When we assume we are interconnected and interdependent, we build systems that reinforce those connections.”
Hildy Gottlieb’s new book "The Pollyanna Principles" is a handbook for starting a revolution in social benefit organization design and practice, but it isn’t the revolution. What’s the catch? Well, it is going to take everyone, whether you are part of an organization or receive services from one, whether you are a philanthropist or a volunteer, whether you work for a for-profit business or are a community member. For social benefit organizations to truly “work” we all need to be part of the design, the process, the success. There are six core statements that represent The Pollyanna Principles and they include:
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