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Little Known Facts. The only 15 letter word that can be spelled without repeating a letter is: “uncopyrightable” 111,111,111x111,111,111=12,345,678,987,654,321 Cat’s urine glow’s under blacklight. It takes 3,000 cows to supply the NFL with enough leather for a year’s supply of footballs.

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Little Known Facts

  • The only 15 letter word that can be spelled without repeating a letter is: “uncopyrightable”

  • 111,111,111x111,111,111=12,345,678,987,654,321

  • Cat’s urine glow’s under blacklight.

  • It takes 3,000 cows to supply the NFL with enough leather for a year’s supply of footballs.

  • On average, 100 people choke to death on ballpoint pens every year.


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Densa IQ Test

  • Do they have a fourth of July in England?

  • How many birth days does the average man have?

  • Some months have 31 days; how many have 28?

  • In baseball, how many outs are there in an inning?

  • Can a California man legally marry his widow's sister?

  • Divide 30 by 1/2 and add 10. What is the answer?

  • If there are 3 apples and you take away 2, how many do you have?

  • A doctor gives you three pills telling you to take one every half hour. How many minutes would the pills last?

  • A farmer has 17 sheep standing in a field and all but 9 drop down and die. How many sheep are left standing?

  •  How many members of each animal did Moses take on the ark?

  •  A clerk in the butcher shop is 5' 10'' tall. What does he weigh?

  •  How many two cent stamps are there in a dozen?


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New Science

  • Chaos

  • Complexity

  • Self-organizing systems

  • Self-producing systems


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Commentary: The potential of chaos theory and complexity theory for health services management

  • "trust the workings of chaos" rather than interfere through the elaboration of rules and other controls.” Wheatley

  • theories to promote better understanding of health care organizations

  • new ideas are often prematurely translated into normative prescriptions for health care managers

  • chaos theory and complexity theory… provide new explanations for known but poorly understood phenomena.

  • is an individual health care organization a complex adaptive system?

Margarete Arndt; Barbara Bigelow;


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General Systems Theory theory for health services management

  • Open Systems

  • Cybernetics

  • The New Science


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Open systems theory for health services management

  • The 2d Law of Thermodynamics: When a machine is running down, a system’s energy dissipates over time.

  • Systems engage in an open interchange with the environment, in which inputs and outputs can be largely explained in terms of feedback loops.

  • Interdependent systems are reliant on, yet are also constrained by, feedback from other systems.


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New Science theory for health services management

  • “ a move away from the Newtonian model that is characterized by materialism, reductionism, and a focus on things rather than on relationships.”

  • “examines relationships beyond the superficial and apparent order of the universe to reveal a hidden dimension, one that contains an underlying order and structure that is observable when reduced to its parts.”


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Cybernetics theory for health services management

  • “A method for the scientific treatment of the system in which complexity is outstanding and too important to be ignored.”

  • “Cybernetics is the science of control, and communication, in the animal and the machine.”

  • “Second order cybernetics... Invoked a focus not only on the properties of the systems and the interaction of the environment and the system but also on how observers are made part of any description by their act of observation.


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Ecofeminism theory for health services management

  • “A perspective that focuses on the value of nonhuman life.”

  • “It recognizes the interdependence of all ecological communities, thus moving it away for anthropocentric values, or human-based values, and toward ecocentric, or earth-centered values.”

  • “places living systems on a level-playing field..”

  • “humans are no longer the center of the universe..”

  • “…awareness of being part of…the web of life ensures our care for all living things.”


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Cyborgology theory for health services management

  • “embraces the ‘nonhuman”

  • “As a posthumanist perspective cyborgology disintegrates the artificial distinctions between organc and machine processes, between humans and machines.


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??????? theory for health services management

“A value-centered, posthumanist perspective on self-organizing systems seems to be consonant with our need to create knowledge, while allowing us of maintain some the mystery and unpredictability of life.”


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Whole Brain Thinking theory for health services management

  • The source of creativity is the human brain.

  • Applied creativity is the whole brain.

  • Synergy is the key to the creative process

  • In the right climate, composite groups of heterogeneous people are more creative than homogeneous groups

  • Creativity is not so much the acquisition of skills, tool, processes and techniques, but rather the breaking down of walls within and between people.


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4 Exercises that break down walls. theory for health services management

  • Drawing or sculpting exercises

    • Draw a flower or your hand.

  • Visualization exercises.

    • Dream home.

  • Metaphors of nature.

    • Storm clouds of opportunity

  • Models of problems.

    • Draw picture or doodle of your problem.


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Nine Barriers to Creative Thinking theory for health services management

  • Failure to ask questions.

  • Failure to record ideas.

  • Failure to revisit ideas.

  • Failure to express ideas.

  • Failure to think in new ways.

  • Failure to wish for more.

  • Failure to try being creative.

  • Failure to keep trying.

  • Failure to tolerate creative behavior.

Barriers to thinking more creativelyUSA Today; New York; Mar 1999; Anonymous


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Failure to ask questions. theory for health services management

Taking things for granted can kill creativity, while asking impulsive questions can generate insights. Try looking at the world through more inquisitive eyes.


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Failure to record ideas. theory for health services management

You never know which ideas will help you tomorrow, so keep them all: in a notebook. on scraps of paper in a folder, on voice mail messages to yourself-whatever method works. Doubling the number of ideas you save enriches the raw materials needed for thinking.


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Failure to revisit ideas. theory for health services management

Review your notes from past projects. Become more aware of old assumptions that become "comfort zones," making it hard to see creative alternatives.


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Failure to express ideas. theory for health services management

Articulate your thoughts to others (or to yourself when alone). Expressing stray thoughts is a good way to consider them carefully.


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Failure to think in new ways. theory for health services management

Get out of the box by doing something new. Instead of making a list of pros and cons, for instance, draw pictures or diagrams of the problem you are working on, then generate fresh perspectives by analyzing those images.


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Failure to wish for more. theory for health services management

Creativity thrives on optimistic speculation. New inventions arise from the wish to improve the status quo. Learn the value of wishful thinking.


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Failure to try being creative. theory for health services management

Avoid the trap of thinking you aren't a creative person. Failing to try is the quickest way to derail your creativity.


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Failure to keep trying. theory for health services management

"Breakthrough" concepts usually come only after you generate hundreds of ideas. It is a big mistake to become discouraged and abandon productive lines of thought prematurely because they appear fruitless.


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Failure to tolerate creative behavior. theory for health services management

Most supervisors communicate a "Stop thinking and get back to work" message to workers, argues Hiam. The way to unlock the creative potential of staff is to encourage imagination, not censor it.


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Seven principles and practices for executives to safeguard their creative freedom are:

  • 1. Just say no: Neglect what is urgent but not important.

  • 2. Have a burning yes for a task that is "not urgent."

  • 3. Merge the preparation aspects of "not urgent" tasks with "urgent" tasks.

  • 4. Earn the confidence of your boss in your creative competence.

  • 5. Balance creative courage with consideration for others.

  • 6. Be able to operate in both a highly independent mode and a highly interdependent mode.

  • 7. Get out of the box, put on different hats, and engage in lateral thinking.

Creative freedomExecutive Excellence; Provo; Feb 1997;

Covey, Stephen R


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Why Intelligent People Fail their creative freedom are:(Too Often)

1. Lack of motivation

2. Lack of impulse control

3. Lack of perseverance and perseveration

4. Using the wrong abilities

5. Inability to translate thought into action

6. Lack of product orientation

7. Inability to complete tasks and follow through

8. Failure to initiate

9. Fear of failure


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Con’t their creative freedom are:

10. Procrastination

11. Misattribution of blame

12. Excessive self-pity

13. Excessive dependency

14. Wallowing in personal difficulties

15. Distractibility and lack of concentration

16. Spreading oneself too thin or too thick

17. Inability to delay gratification

18. Inability or unwillingness to see the forest for the trees

19. Lack of balance between critical, analytical thinking and creative synthetic thinking

20. Too little or too much self-confidence.


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Health Technology their creative freedom are:

Scottsdale Fashion Square

Next to Nieman Marcus


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HAS 3260 their creative freedom are:Session Fifteen

Change Leadership

Dr. Burton


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The future their creative freedom are:

Change or die!


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Passes the buck their creative freedom are:

Lacks imagination

Has personal problems

Feels secure and satisfied

Is not organized

Flies into rages

Will not take a risk

Is insecure and defensive

Has no team spirit

Fights change

Has a poor understanding of people

Profile of a Leader in Trouble:

John Maxwell


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“There is nothing more difficult to take in hand, more perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

Nicolo Machiavelli


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Learning Organizations perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

  • Sets aside old ways of thinking

  • Becomes self-aware and open to others

  • Learns how the whole organization works

  • Understands and agrees to action plans

  • Works together to accomplish the plans

Source: Peter Senge


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Strategic Leadership perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

  • The ability to:

    • Anticipate

    • Envision

    • Maintain flexibility

    • Think strategically

    • Work with others to initiate changes


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Innovation perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

  • The process of take a new idea and putting it into practice.


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Wheel of innovation perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

Imagining

Scaling

Designing

Assessing

Experimenting

Source: Gary Hamel


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Innovation roles perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

  • Idea generators

  • Information gatekeepers

  • Product champions

  • Project managers

  • Innovation leaders


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Top Down Change perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

Theory E Change

Bottom Up Change

Theory O Change

Models of Change Leadership


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Change strategies perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

Change Strategy

Power Bases

Managerial Behavior

Likely Results

Temporary

compliance

Force-coercion

Using position power to

create change by decree

and formal authority

Legitimacy

Rewards

Punishments

Direct forcing

and unilateral action

Political maneuvering

and indirect action

Fast

Rational Persuasion

Creating change through

rational persuasion and

Empirical argument

Expertise

Informational efforts

using credible knowledge

demonstrated facts, and

logical argument

Shared Power

Developing support for

change through personal

values and commitments

Reference

Participative efforts

to share power and

involve others in planning

and implementing change

Longer term

internalization

Slow


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“The New Millennium Workplace: perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”Seven Changes that will Challenge Managers -- and Workers”byRobert BarnesThe FuturistMarch - April 1996


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7 Changes perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

  • The Virtual Corporation

  • Just-in-time Work Force

  • The Ascendancy of Knowledge Workers

  • Computerized Coaching and Electronic Monitoring

  • The Growth of Worker Diversity

  • The Aging Work Force

  • The Birth of Dynamic Work Force

Source: Robert Barnes


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The virtual organization perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

  • Distributed Workforce

  • Linked through electronic technology

  • Computer networks

  • Telecommuting

Source: Robert Barnes


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Just-in-Time Work Force perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

  • Temporary workers.

  • Outsourcing support functions.

  • Issues:

    • Motivation

    • Orientation and Training

Source: Robert Barnes


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The Ascendancy of Knowledge Workers perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

  • Fast growing segments

    • Medical technologists

    • Paralegals

    • Computer Installers

  • Avoiding technical obsolescence

  • Increasingly mobile workforce

  • Potential conflict between broad-based professionals and lower-paid technicians

Source: Robert Barnes


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Computerized Coaching and Electronic Monitoring perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

  • Loss of the personal touch?

  • Privacy issues

Source: Robert Barnes


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Growth of Worker Diversity perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

  • More women and minorities entering the workforce

  • Multicultural environment

  • International markets

Source: Robert Barnes


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Aging workforce perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

  • Median Age 45 years

  • By 2005 15% will over 55 years

  • Changing assumptions and stereotypes

  • Need for communication, teamwork skills for younger managers directing older, more experienced workers.

Source: Robert Barnes


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Birth of the Dynamic Work Force perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

  • Continuous improvement

  • Changing customer requirements

  • Changing competitor actions

  • Flexibility

  • More project focused work.

Source: Robert Barnes


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Six survival skills for the “Protean” Manager perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

  • Rapid Response

  • Sharp Focus

  • Stress Busting

  • Strategic Empowerment

  • Staff Juggling

  • Team Building

Source: Robert Barnes


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????????????? perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.”

  • What will you change or do differently as a leader when the challenge comes?