Collaborative Approach Quotes

As women must be more empowered at work, men must be more empowered at home. I have seen so many women inadvertently discourage their husbands from doing their share by being too controlling or critical. Social scientists call this "maternal gatekeeping" which is a fancy term for "Ohmigod, that's not the way you do it! Just move aside and let me!"...Anyone who wants her mate to be a true partner must treat him as an equal--and equally capable partner. And if that's note reason enough, bear in mind that a study found that wives who engage in gatekeeping behaviors do five more hours of family work per week than wives who take a more collaborative approach. Another common and counterproductive dynamic occurs when women assign or suggest taks to their partners. She is delegating, and that's a step in the right direction. But sharing responsibility should mean sharing responsibility. Each partner needs to be in charge of specific activities or it becomes too easy for one to feel like he's doing a favor instead of doing his part.

Stories are masks of God. That's a story, too, of course. I made it up, in collaborations with Joseph Campbell and Scheherazade, Jesus and the Buddha and the Brother's Grimm. Stories show us how to bear the unbearable, approach the unapproachable, conceive the inconceiveable. Stories provide meaning, texture, layers and layers of truth. Stories can also trivialize. Offered indelicately, taken too literally, stories become reductionist tools, rendering things neat and therefore false. Even as we must revere and cherish the masks we variously create, Campbell reminds us, we must not mistake the masks of God for God. So it seemes to me that one of the most vital things we can teach our children is how to be storytellers. How to tell stories that are rigorously, insistently, beautifully true. And how to believe them.

Women can help turn the world right side up. We bring a more collaborative approach to government. And if we do not participate, then decisions will be made without us.

A fundamental approach to life transformation is using social media for therapy; it forces you to have an opinion, provides intellectual stimulation, increases awareness, boosts self-confidence, and offers the possibility of hope.

Your energy can be devoted far more productively to collaborating with your child on solutions to the problems that are causing challenging episodes than in sticking with strategies that may actually have made things worse and haven’t led to durable improvement.

Populists have sought to extricate themselves from this conundrum in two different ways. Some populist movements claim adherence to the ideals of modern science and to the traditions of skeptical empiricism. They tell people that indeed you should never trust any institutions or figures of authority—including self-proclaimed populist parties and politicians. Instead, you should “do your own research” and trust only what you can directly observe by yourself. This radical empiricist position implies that while large-scale institutions like political parties, courts, newspapers, and universities can never be trusted, individuals who make the effort can still find the truth by themselves. This approach may sound scientific and may appeal to free-spirited individuals, but it leaves open the question of how human communities can cooperate to build health-care systems or pass environmental regulations, which demand large-scale institutional organization. Is a single individual capable of doing all the necessary research to decide whether the earth’s climate is heating up and what should be done about it? How would a single person go about collecting climate data from throughout the world, not to mention obtaining reliable records from past centuries? Trusting only “my own research” may sound scientific, but in practice it amounts to believing that there is no objective truth. As we shall see in chapter 4, science is a collaborative institutional effort rather than a personal quest.

It is a tragedy, at rate at which EBOLA VIRUS is spreading in West Africa. It is a fatal disease in the history of the world. Intensive education (formal and informal approaches) of the citizens of African can help prevent the spread. International cooperation is urgently needed to combat the EBOLA virus.

After all, how we experience the world is through communications and collaboration. If we are interested in machines that work with us, then we can’t ignore the humanistic approach.

The academic literature describes marshals who “‘police’ other demonstrators,” and who have a “collaborative relationship” with the authorities. This is essentially a strategy of co-optation. The police enlist the protest organizers to control the demonstrators, putting the organization at least partly in the service of the state and intensifying the function of control. (...) Police/protestor cooperation required a fundamental adjustment in the attitude of the authorities. The Negotiated Management approach demanded the institutionalization of protest. Demonstrations had to be granted some degree of legitimacy so they could be carefully managed rather than simply shoved about. This approach de-emphasized the radical or antagonistic aspects of protest in favor of a routinized and collaborative approach. Naturally such a relationship brought with it some fairly tight constraints as to the kinds of protest activity available. Rallies, marches, polite picketing, symbolic civil disobedience actions, and even legal direct action — such as strikes or boycotts — were likely to be acceptable, within certain limits. Violence, obviously, would not be tolerated. Neither would property destruction. Nor would any of the variety of tactics that had been developed to close businesses, prevent logging, disrupt government meetings, or otherwise interfere with the operation of some part of society. That is to say, picketing may be fine, barricades are not. Rallies were in, riots were out. Taking to the streets — under certain circumstances — may be acceptable; taking over the factories was not. The danger, for activists, is that they might permanently limit themselves to tactics that were predictable, non-disruptive, and ultimately ineffective.

The rate spread of EBOLA VIRUS in West Africa, is big tragedy. It is a fatal disease in the history of the world. Intensive education (formal and informal approaches) of the citizens of African can help prevent the spread. International cooperation is urgently needed to combat the EBOLA virus.

Nowadays, the work of Alfred Hitchcock is admired all over the world. Young people who are just discovering his art through the current rerelease of Rear Window and Vertigo, or through North by Northwest, may assume his prestige has always been recognized, but this is far from being the case. In the fifties and sixties, Hitchcock was at the height of his creativity and popularity. He was, of course, famous due to the publicity masterminded by producer David O. Selznick during the six or seven years of their collaboration on such films as Rebecca, Notorious, Spellbound, and The Paradine Case. His fame had spread further throughout the world via the television series Alfred Hitchcock Presents in the mid-fifties. But American and European critics made him pay for his commercial success by reviewing his work with condescension, and by belittling each new film. (...) In examining his films, it was obvious that he had given more thought to the potential of his art than any of his colleagues. It occurred to me that if he would, for the first time, agree to respond seriously to a systematic questionnaire, the resulting document might modify the American critics’ approach to Hitchcock. That is what this book is all about.

Three-Step Method for Making Stronger Connections: Take the Triangle Talk approach to connecting and reaching agreement with others: You, Me, Us. First refer to their interest, then yours - and then note how your interests coincide. This approach enables diverse people to gain traction sooner toward a common goal.

When the one-dimensional image becomes a living, breathing, three-dimensional human being, it fills your soul with reassurance that even our most cherished heroes are flesh and bone. I believe that people are inspired by people. That is why I feel the need to connect with my fans when they approach me. I’m a fan too.

The key to innovation—at Bell Labs and in the digital age in general—was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history’s basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

Amateurs try to manage a community, but great leaders create more leaders. Nearly every challenge of building a community can be met by asking yourself, “How do I achieve this by working with my people, not doing it for them?” In other words, approach community-building as progressive acts of collaboration—doing more with others every step of the way.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

If your CEO has enough good ideas to fuel the company’s growth objectives in perpetuity, maybe you don’t need to tap into the reservoir of talent at other levels of the organization. But the most innovative companies in the twenty-first century have transitioned from command-and-control organizations to a participatory approach that involves collaboration and teamwork.

There are three options for dealing with those unsolved problems: Plan A refers to solving a problem unilaterally, through the imposition of adult will. Plan B involves solving a problem collaboratively. Plan C involves setting aside an unsolved problem, at least for now. If you intend to follow the guidance provided in this book, the Plans—especially Plan B—are your future.

An integral approach is based on one basic idea: no human mind can be 100% wrong. Or, we might say, nobody is smart enough to be wrong all the time. And that means, when it comes to deciding which approaches, methodologies, epistemologies, or ways or knowing are "correct," the answer can only be, "All of them." That is, all of the numerous practices or paradigms of human inquiry — including physics, chemistry, hermeneutics, collaborative inquiry, meditation, neuroscience, vision quest, phenomenology, structuralism, subtle energy research, systems theory, shamanic voyaging, chaos theory, developmental psychology—all of those modes of inquiry have an important piece of the overall puzzle of a total existence that includes, among other many things, health and illness, doctors and patients, sickness and healing.

When you raise the camera to your eye you become responsible for contextualizing the history of the person you are photographing. It is critical that photographers take that responsibility as seriously as they do the photograph itself. Stories need to be approached with intellectual curiosity rather than a mere visual curiosity. It is also critical they consider the people they are photographing as collaborators, not “subjects.

I’ll describe the original approach of Barbour, but most of what I’ll have to say applies to Gomes’s version9, as well as more recent work of Barbour and his collaborators. A moment, for them, is a configuration of the universe as a whole. These configurations, according to Barbour and Gomes, are relational configurations, which code all the relations that can be captured in a moment, such as relative distances and relative sizes.

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

You might look back at the Zionist movement—there were plenty of Jews killed by other Jews. They killed collaborators, traitors and people they thought were traitors. And they weren’t under anything like the harsh conditions of the Palestinian occupation. As plenty of Israelis have pointed out, the British weren’t nice, but they were gentlemen compared with us. The Labor-based defense force Haganah had torture chambers and assassins. I once looked up their first recorded assassination in the official Haganah history. It’s described there straight. It was in 1921. A Dutch Jew named Jacob de Haan had to be killed, because he was trying to approach local Palestinians to see if things could be worked out between them and the new Jewish settlers. His murderer was assumed to be the woman who later became the wife of the first president of Israel. They said that another reason for assassinating him was that he was a homosexual.

Doing this requires increasing transparency to ensure common understanding and awareness. It also often involves changing the physical space and personal behaviors to establish trust and foster collaboration. This can develop the ability to share context so that the teams can decentralize and empower individuals to act. Decisions are pushed downward, allowing the members to act quickly. This new approach also requires changing the traditional conception of the leader. The role of the leader becomes creating the broader environment instead of command-and-control micromanaging.

Training our attention to identify needs (our own and others’) involves: • Expanding our vocabulary for needs Training our attention to see life through the “lens of needs” Building close relationships of trust and mutual respect, in which we feel safe enough to explore needs Attuning to the level of vulnerability that supports understanding and collaboration, depending on the context • Learning to be at peace with unmet needs Developing the ability to shift our attention from the personal to the universal aspect of needs, from a narrow focus on satisfying our needs to a broader appreciation for the beauty of human needs

My studio team and I approached the creation of this series with enthusiasm, wit, sincerity and sometimes more than a dash of humour. Is the result just another foray into the clichés of Orientalism? I think not. For the most part the people photographed became co-conspirators in our elaborate game of recreating reality. They enjoyed chai with us and a morning samosa (we most always shoot in the early morning since it is the best time to utilize available light). Our models were indeed “posed and paid”, but they cooperated by suggesting so many things themselves… eagerly grasping the process we were undertaking and joining in the creation of what generally became more than just a photo shoot. Each session in the studio became an “event”…an episode of manufactured expression in which all participated and all remembered.

The key to innovation-at Bell Labs and in the digital age in general-was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history's basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

It was one of those rare moments where one has a vision of the scope of the wild ocean. Not just small cylinders firing to keep a tiny engine running, but rather the giant, massive gears of nature, each one with its own reasoning, its own meta-logic, spinning in its particular circle in competition or in confluence with the gear below it. We zeroed in on the school, but our progress was painfully slow, It would have been foolish to speed into the tumult-we would have ruined our baits in the process and doomed our chances of hooking a tuna. But luckily, the commotion did not subside. If anything it only grew more frantic and exhuberant on our approach. Beneath the birds, beneath the dolphins, beneath the menhaden, there should have been an equally vast school of giant bluefin tuna, collaborating with vertebrates of the so-called higher orders of life to form the floor of the prey trap, sealing the baitfish in from below, while the dolphins and birds made up the trap's walls and ceiling. A strike from a giant tuna seemed inevitable.....as the boat moved forward, I saw seabirds gathering up ahead into a cloud, the size and violence of which I had never seen before. Gannets - big, albatross-like pelagic birds - flew hundreds of feet above the churning surface of the water. In a flock of many thousands, they whirled in unison and then, as if on command from some brigadier general of bird life, dropped in an arc, bird after bird, into the water beneath. The gyre of gannets turned in a clockwise direction, and down below, spinning counterclockwise, was the largest school of dolphins I'd ever seen. There in the angry blue-green sea, the dolphins had corralled a vast school of menhaden-small herringlike creatures that, when bitten, release globules of oil that float on the surface. Oil slicks flattened the water everywhere as the dolphins swirled around, using their exceptional intelligence and wolf-pack cooperation to befuddle and surround the fish, which in turn whirled in a clockwise direction.

Dr. Fauci’s strategy for managing the COVID-19 pandemic was to suppress viral spread by mandatory masking, social distancing, quarantining the healthy (also known as lockdowns), while instructing COVID patients to return home and do nothing—receive no treatment whatsoever—until difficulties breathing sent them back to the hospital to submit to intravenous remdesivir and ventilation. This approach to ending an infectious disease contagion had no public health precedent and anemic scientific support. Predictably, it was grossly ineffective; America racked up the world’s highest body counts. Medicines were available against COVID—inexpensive, safe medicines—that would have prevented hundreds of thousands of hospitalizations and saved as many lives if only we’d used them in this country. But Dr. Fauci and his Pharma collaborators deliberately suppressed those treatments in service to their single-minded objective—making America await salvation from their novel, multi-billion dollar vaccines. Americans’ native idealism will make them reluctant to believe that their government’s COVID policies were so grotesquely ill-conceived, so unfounded in science, so tethered to financial interests, that they caused hundreds of thousands of wholly unnecessary deaths.

If you want to make money at some point, remember this, because this is one of the reasons startups win. Big companies want to decrease the standard deviation of design outcomes because they want to avoid disasters. But when you damp oscillations, you lose the high points as well as the low. This is not a problem for big companies, because they don't win by making great products. Big companies win by sucking less than other big companies.” - “The place to fight design wars is in new markets, where no one has yet managed to establish any fortifications. That's where you can win big by taking the bold approach to design, and having the same people both design and implement the product. Microsoft themselves did this at the start. So did Apple. And Hewlett- Packard. I suspect almost every successful startup has.” - “Great software, likewise, requires a fanatical devotion to beauty. If you look inside good software, you find that parts no one is ever supposed to see are beautiful too.” - “The right way to collaborate, I think, is to divide projects into sharply defined modules, each with a definite owner, and with interfaces between them that are as carefully designed and, if possible, as articulated as programming languages. Like painting, most software is intended for a human audience. And so hackers, like painters, must have empathy to do really great work. You have to be able to see things from the user's point of view.” - “It turns out that looking at things from other people's point of view is practically the secret of success.” - “Part of what software has to do is explain itself. So to write good software you have to understand how little users understand. They're going to walk up to the software with no preparation, and it had better do what they guess it will, because they're not going to read the manual.

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recalled Stephen Crocker, a graduate student on the UCLA team who had driven up with his best friend and colleague, Vint Cerf. So they decided to meet regularly, rotating among their sites. The polite and deferential Crocker, with his big face and bigger smile, had just the right personality to be the coordinator of what became one of the digital age’s archetypical collaborative processes. Unlike Kleinrock, Crocker rarely used the pronoun I; he was more interested in distributing credit than claiming it. His sensitivity toward others gave him an intuitive feel for how to coordinate a group without trying to centralize control or authority, which was well suited to the network model they were trying to invent. Months passed, and the graduate students kept meeting and sharing ideas while they waited for some Powerful Official to descend upon them and give them marching orders. They assumed that at some point the authorities from the East Coast would appear with the rules and regulations and protocols engraved on tablets to be obeyed by the mere managers of the host computer sites. “We were nothing more than a self-appointed bunch of graduate students, and I was convinced that a corps of authority figures or grownups from Washington or Cambridge would descend at any moment and tell us what the rules were,” Crocker recalled. But this was a new age. The network was supposed to be distributed, and so was the authority over it. Its invention and rules would be user-generated. The process would be open. Though it was funded partly to facilitate military command and control, it would do so by being resistant to centralized command and control. The colonels had ceded authority to the hackers and academics. So after an especially fun gathering in Utah in early April 1967, this gaggle of graduate students, having named itself the Network Working Group, decided that it would be useful to write down some of what they had conjured up.95 And Crocker, who with his polite lack of pretense could charm a herd of hackers into consensus, was tapped for the task. He was anxious to find an approach that did not seem presumptuous. “I realized that the mere act of writing down what we were talking about could be seen as a presumption of authority and someone was going to come and yell at us—presumably some adult out of the east.

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Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

Integrative (collaborative) approach: In contrast, the integrative approach to negotiation doesn’t view the cake as finite. Instead, this strategy looks for ways to actually create more cake, so that all parties can get a bigger piece. The key to creating “more cake” is building a relationship of trust that involves asking questions, listening to answers, offering solutions and sharing just the right kind and amount of relevant information—not too little and not too much.

How can you run Analytics “as one”? If you leave Analytics to IT, you will end up with a first-class race car without a driver: All the technology would be there, but hardly anybody could apply it to real-world questions. Where Analytics is left to Business, however, you’d probably see various functional silos develop, especially in larger organizations. I have never seen a self-organized, cross-functional Analytics approach take shape successfully in such an organization. Instead, you can expect each Analytics silo to develop independently. They will have experts familiar with their business area, which allows for the right questions to be asked. On the other hand, the technical solutions will probably be second class as the functional Analytics department will mostly lack the critical mass to mimic an organization’s entire IT intelligence. Furthermore, a lot of business topics will be addressed several times in parallel, as those Analytics silos may not talk to each other. You see this frequently in organizations that are too big for one central management team. They subdivide management either into functional groups or geographical groups. Federation is generally seen as an organizational necessity. It is well known that it does not make sense to regularly gather dozens of managers around the same table: You’d quickly see a small group discussing topics that are specific to a business function or a country organization, while the rest would get bored. A federated approach in Analytics, however, comes with risks. The list of disadvantages reaches from duplicate work to inconsistent interpretation of data. You can avoid these disadvantages by designing a central Data Analytics entity as part of your Data Office at an early stage, to create a common basis across all of these areas. As you can imagine, such a design requires authority, as it would ask functional silos to give up part of their autonomy. That is why it is worthwhile creating a story around this for your organization’s Management Board. You’d describe the current setup, the behavior it fosters, and the consequences including their financial impact. Then you’d present a governance structure that would address the situation and make the organization “future-proof.” Typical aspects of such a proposal would be The role of IT as the entity with a monopoly for technology and with the obligation to consider the Analytics teams of the business functions as their customers The necessity for common data standards across all of those silos, including their responsibility within the Data Office Central coordination of data knowledge management, including training, sharing of experience, joint cross-silo expert groups, and projects Organization-wide, business-driven priorities in Data Analytics Collaboration bodies to bring all silos together on all management levels

About the Bacharach Leadership Group: Training for Pragmatic Leadership™ “Vision without execution is hallucination.”—Thomas Edison The litmus test of pragmatic leadership is results. The Bacharach Leadership Group (BLG) focuses on the skills necessary to lead and move agendas. Whether in corporations, nonprofits, universities, or entrepreneurial start-ups, BLG instructors train leaders in the core competencies necessary to execute change and innovation. At all levels of the organization, leaders must master ideation skills for innovation, political skills for moving change, negotiation skills for building support, coaching skills for engagement, and team leadership skills for going the distance. The BLG approach: 1. ASSESSMENT BLG will assess your organizational challenges and leadership needs. 2. ALIGNMENT BLG will align its training solutions with your organization’s challenges and culture. 3. TRAINING BLG training includes options for mixed-modality delivery, interactive activities, and collaboration with an emphasis on application. 4. OWNERSHIP BLG provides continuous follow-up, access to the exclusive BLG mobile apps library, and coaching. Whether delivering a complete leadership academy or a specific program or workshop, BLG will partner with you to get the results you need. To keep up to date with the BLG perspective, visit blg-lead.com or contact us at info@blg-lead.com.

Strive to be the leader who brings a collaborative, transparent, problem-solving approach.

The pieces of the classroom management puzzle fall into three broad areas: • Instruction – maximizing the rate of learning while making independent learners out of helpless hand-raisers • Discipline – getting students to quit goofing off and get busy • Motivation – giving students a reason to work hard while being conscientious

Caroline Goldberg, LCSW, LLC is a well-known and respected psychotherapist who has two locations in Wayne and Highland Park New Jersey. Carolyn has over 30 years of expertise. Her dedication and collaborative approach assist her patients in coping and making better decisions. A detailed list of available therapy can be seen on Carolyn's website.

A "Can-do" approach, passion, and the ability to quickly integrate into a highly collaborative environment will elevate your game.

Women can help turn the world right side up. We bring a more collaborative approach to government. And if we do not participate, then decisions will be made without us. Wilma Mankiller, Denver, September 1984

On Degenerate Templates and the Adaptor Hypothesis: A Note for the RNA Tie Club,” which Crick sent out early in 1955, is the first of his master-works about protein synthesis and the coding problem. By 1966, he had written two dozen papers related to the subject. Six at least were of great and general importance. Two of those included experiments and were written with collaborators. One more paper, of pleasing ingenuity, happened to be wrong: nature turned out to be less elegant than Crick’s imagination. Of the entire run, however, this first was the most unprecedented and original. The paper defined the next questions, and many were new questions. More, it established the way the questions were to be approached, and the terms in which they were to be argued. Most generally, it took for granted that the questions were spatial, physical, logical, easy to apprehend, and therefore tractable and even—in principle—simple. Yet even now, only a few hundred people have ever read the paper—for the surprising reason that it has never been published. It remained a note for the RNA Tie Club: seventeen foolscap pages, typewritten, double-spaced, mimeographed.

Expanding its strategy services, the company started to engage clients in the innovation process. The Simmons failure was partly explained by IDEO’s lack of appreciation for what the client’s manufacturing organization was set up to produce. The behind-closed-doors approach that served the company so well in product innovation services, shielding clients from failures along the way, backfired for strategic innovation services. To do better, IDEO began to hire more people with business degrees to complement the skills of the design, engineering, and human-factors experts. IDEO started to collaborate with clients to help them become better failure practitioners.

The Empowerment Triad is a comprehensive approach that entails fostering awareness, collaborative action planning, and providing essential tools and resources, equipping them with the tools for self-directed success.

KEY POINTS Needs are the fundamental, root reasons for why we want what we want. When we can identify our needs, we can: Connect: We all share the same needs, though we feel them with varying degrees of intensity and have different strategies to meet them. Choose: Becoming conscious of our needs can bring renewed energy and vitality and may prompt us to reevaluate our actions and make different choices. Transform Patterns of Blame and Judgment: Knowing which needs are at play, we shift into a wider field of awareness where new forms of understanding and creativity become possible. Collaborate: Work together to find creative solutions to as many needs as possible.

In literature analysis, the constructivist approach transforms passive reading into active exploration, where students collaboratively construct meaning, fostering deeper comprehension and personal connection with the text.

While implementing constructivist approaches demands tailored learning experiences and skilled facilitation, its resource-intensive nature may pose challenges for educators striving to create dynamic, student-centered classrooms.

In math problem-solving, the constructivist approach shifts from rote memorization to active exploration, where students engage in collaborative sense-making, developing problem-solving skills and mathematical reasoning.

You commit a crime if you support and collaborate with hired members of the criminal intelligence agencies who approach you to eliminate the truth. Sure, you also perpetrate and exploit the rules in an unfair context; indeed, it obtains a desired outcome that victimizes the victim.” “As a human, I love and respect all people; I fight for others’ rights as an advocate of humanity; and I also bring to justice those who commit crimes and misdeeds, regardless of distinctions, even if I face the consequences and victimization. Despite that, I never hesitate to exercise and practice it, feeling and learning that if death is everyone’s fate and destiny, then why not accept it in such a glorious way?” After being victimized by fake accounts of Rumi and the son of a shit, Sa Sha, on social media, I blocked them. However, they cannot escape from the inhuman crimes that they have been committing on social media while living in a civilized society. He, the son of a snake, and she, the shit of a snake, disappeared, working together to victimize me for many years with the consent of criminal intelligence agencies and Qadiyanis, the followers of a fake religion of a fake Jesus. More than a decade ago, their profiles started with fake names; behind that were a top cheater, criminal, inhuman, sadist, pretender, and worse than a beast, with the conspiracy of other criminals. However, I became the victim of those criminals and inhuman nature who succeeded in putting me on the death list. In 2020, the criminal’s chief and his gang from Canada, Germany, the USA, Australia, the Netherlands, Pakistan, India, the Middle East, and around the world, along with other criminals, succeeded in deleting an article on me on Wikipedia and sending abusive, insulting, and discriminating emails to my immediate family. They remained in their criminal ways to defame and damage me, but they significantly failed and faced the penalty for their wrong deeds by God and the law of the world. Despite that, they reached their mental match once to further victimize me; this time, they were directly on my social media, but through their team of evil-minded people to victimize, harass, threaten, and damage my writings, label restrictions, and lock my account every time. Read this underlined link in detail. As a result, I became compulsive enough to deactivate my profile on Twitter to stay away from all such scoundrels. Alas, deactivated Twitter account will automatically become deleted forever after thirty days; consequently, I will lose more than one hundred thousand tweets and my post data because of Elon Musk and his dastard team, who support the political mafia and forced me to remove a screenshot of a Wikipedia article that was illegitimately removed as they harassed me by tagging, restricting, and locking my account and asking my ID card to transfer my privacy to third parties of political criminals and to make my opponents happy. It is a crime to restrict freedom of expression through such tactics under the umbrella of community behaviour.

Exhibit 2.1: Behaviors Driving Teaming Success Speaking Up: Teaming depends on honest, direct conversation between individuals, including asking questions, seeking feedback, and discussing errors. Collaboration: Teaming requires a collaborative mindset and behaviors—both within and outside a given unit of teaming—to drive the process. Experimentation: Teaming involves a tentative, iterative approach to action that recognizes the novelty and uncertainty inherent in every interaction between individuals. Reflection: Teaming relies on the use of explicit observations, questions, and discussions of processes and outcomes. This must happen on a consistent basis that reflects the rhythm of the work, whether that calls for daily, weekly, or other project-specific timing.

According to biologist Lynn Margulis, it was this collaborative approach which allowed life to survive the first toxic pollutant holocaust—the spread in the atmosphere of a gas lethal to earth’s horde of early inhabitants. The killer gas was oxygen. But mitochondria living in the new eukaryotic cells saved the day, gulping oxygen before it could do its harm and turning the murderous vapor into food for their protectress and for the other members of her cellular commune.

Bewilderingly, among some enterprises, there is a recent trend of anointing a special team that is separate from development and operations: the “DevOps” team. The whole point of DevOps is to create unity and collaboration among different specialties, not more silos. We even see job ads for “DevOps engineers,” who apparently are a special breed different from normal engineers and system admins. What happened? We believe this is the result of a buzzword-bingo approach to management. Rather than cultivating “individuals and interactions,” we have organizations hoping to avoid rethinking how to operate and instead get by with a reconfiguration of the software factory. And the surprising thing is that many have achieved that dubious goal.

You commit a crime if you support and collaborate with hired members of the criminal intelligence agencies who approach you to eliminate the truth. Sure, you also perpetrate and exploit the rules in an unfair context; indeed, it obtains a desired outcome that victimizes the victim.

In contrast to this top-down, statist approach that forms obedient and willing subjects, the biblical model of peoplehood relies on individual actors collaborating for the good of the community.

In rapid remediation, collaboration is key. Educators, specialists, parents, and students must work together to ensure a coordinated effort in swiftly closing learning gaps.

Harmonic leadership is a resonant and integrative approach to leadership that combines inspirational vision, adaptability, and human-centric values to foster a collaborative, noncompetitive environment.

However, this new approach alone is not enough. Schools that are true professional learning communities, as defined by Rick and Becky DuFour, Bob Eaker, and Tom Many (2006), understand the power that comes with this kind of professional development. PLCs enhance the learning that occurs in their collaborative cultures through well-defined and focused adult learning. They define areas of growth through data analysis, and then they ensure that the adults receive the knowledge they need to make the necessary decisions for continuous growth. Through their structures and processes, these professional learning communities define, learn, and implement appropriate professional development: that which will positively impact student achievement.

Rapid learning techniques are specific tools geared towards short-term, immediate goals. Active recall, feedback, note-taking efficiency, chunking, and collaborative learning stand as tangible examples of techniques employed for swift and practical learning outcomes.

Rapid learning techniques, such as active recall, feedback, effective note-taking, chunking, and collaborative learning, are tailored for practical, swift application.

In active learning, students cease to be spectators; they become architects of their learning journey, building knowledge through hands-on experiences, discussions, and collaborative endeavours.

Creating a positive and inclusive learning environment is a priority in rapid learning classes. Teachers strive to make learners feel supported, respected, and motivated. The emphasis is on fostering active engagement, keeping encouraging students motivated, and promoting collaborative learning experiences.

In the context of rapid learning, data becomes a dynamic tool with multifaceted applications. From assessments and diagnosis to feedback and collaboration with parents, data serves as a valuable resource for tailoring instruction, enhancing individualized learning experiences, and ensuring a responsive educational environment.

Data collected at various stages of the rapid learning session, including assessments, diagnosis, feedback, practice, and collaboration with parents, plays a pivotal role in shaping the learning experience. This information is instrumental in tailoring instruction to individual needs and creating a supportive and responsive learning environment.

Whether gathered from assessments, feedback, practice sessions, or collaboration with parents, data is a key driver in shaping the rapid learning environment.

Data is the cornerstone of adaptability in rapid learning. Collected from assessments, feedback mechanisms, practice sessions, and collaboration with parents, it is the catalyst for tailoring instruction, fostering a supportive learning environment, and ensuring that the rapid learning experience is optimized for each student.

Aimshala's Vision for Education: Empowering Educators, Enriching Lives In the heart of every learner's journey, there exists a light of inspiration, a guide through the moving seas of knowledge and discovery. This guide, often hidden and ignored, is the educator. At Aimshala, we understand the transformative power of educators not just in imparting knowledge, but in enriching lives and empowering minds. Our vision for education is deeply rooted in the belief that by empowering educators, we can create ripples of change that extend beyond classroom walls, enriching the lives of countless individuals and, by extension, society itself. The Unknown Heroes of Our Society Educators are the unknown heroes of our society, the architects of the future, shaping minds and inspiring hearts. They do more than teach; they awaken curiosity, instill resilience, and foster a lifelong love for learning. The impact of a passionate educator extends far beyond academic achievements; it touches on the very essence of who we become. At Aimshala, we recognize the challenges educators face daily juggling administrative tasks, adapting to new technologies, and meeting each student's unique needs. Yet, despite these hurdles, their commitment never wavers. They continue to light the path for their students, often with little recognition for their monumental impact. It's for these unsung heroes that Aimshala dedicates its mission: to empower educators and acknowledge their invaluable contribution to shaping our future. A Journey of Empowerment Empowerment is at the core of Aimshala's vision for education. But what does it truly mean to empower educators? It means providing them with the tools, resources, and support they need to thrive in their roles. It means creating an environment where their voices are heard, their challenges are addressed, and their achievements are celebrated. We believe in a holistic approach to empowerment. From continuous professional development opportunities to innovative teaching tools, Aimshala is committed to ensuring educators have what they need to succeed. But empowerment goes beyond material resources; it's about fostering a community of educators who can share experiences, challenges, and successes. A community where collaboration and support are the norms, not the exceptions. Enriching Lives Through Education Education has the power to transform lives. It opens doors to new opportunities, develops horizons, and builds bridges across cultures. Aimshala's vision extends to every student touched by our educators. By enriching the lives of educators, we indirectly enrich the lives of countless students. An enriched life is one of purpose, understanding, and continual growth. Through our support for educators, Aimshala aims to cultivate learning environments where students feel valued, respected, and inspired to reach their full potential. These environments encourage critical thinking, creativity, and the courage to question. They nurture not just academic skills but life skills—empathy, resilience, and the ability to adapt to change. Building a Future Together The future of education is a collaborative vision, one that requires the efforts of educators, students, families, and communities. Aimshala stands at the forefront of this collaborative effort, bridging gaps and fostering partnerships that enhance the educational experience for all. Technology plays a pivotal role in shaping this future. Aimshala embraces innovative educational technologies that make learning more accessible, engaging, and effective. However, we also recognize that technology is but a tool in the hands of our capable educators. It is their wisdom, passion, and dedication that truly transform education. At Aimshala, our vision for education is clear: to empower educators and enrich lives. We understand the challenges and celebrate the triumphs. We believe in the power of education to transform society.

Assessments help gauge students' progress, allowing for necessary modifications and personalized support, which may involve collaboration with students, parents, peers, and stakeholders.

Active learning turns the classroom into a vibrant arena of exploration and propels students beyond mere listeners, turning them into creators and collaborators in their learning narrative

Active learning transforms the classroom into a space of exploration. Students actively participate, constructing knowledge through hands-on experiences, discussions, and collaboration.

The social processes around software development are . . . highly dependent on engineers’ abilities to find and connect with individuals who share similar goals and complementary skills, to harmonize each team member’s communication and teaming preferences, to collaborate and coordinate during the entire software lifecycle, and advocate for their product’s success in the marketplace.

Empirically, it is advised when the Board suggests implementing a change, it’s essential to provide valuable alternatives if such a suggestion does not align with the goal sought to be achieved. Transparency and effective communication is the key for strategic decision-making. Facing challenging situations in the pursuit requires that professionals offer well-analyzed options to the Board ensuring that the company's best interests are upheld. Setting aside personal biases and egos is crucial for aligning with the Board’s common vision. Presenting a professional opinion backed by thorough analysis is the cornerstone of effective decision-making. Clearly outlining trade-offs and potential impacts guides informed choices. Approach decisions with a collaborative mindset, focusing on the organization's long-term success.

The digital revolution is not a spectator sport. It demands a proactive approach from all stakeholders, especially governments. By fostering a culture of continuous learning through a National Initiative for Education, we can unlock a future brimming with possibilities. Upskilling, reskilling, and cross-skilling will equip our workforce with the tools they need to not only adapt to the ever-evolving landscape but also leverage advanced technologies to become more productive, innovative, and competitive. A skilled and adaptable workforce is the cornerstone of a thriving digital economy. By empowering our citizens to embrace lifelong learning, we pave the way for a future where humans and machines work together, not just towards a brighter tomorrow, but a more prosperous and innovative one for all.

Why do we love games like sports? Because games are a simplified version of life. They incorporate elements of competition and cooperation, providing a platform for socialization and learning. Games present us with goals to achieve, teammates to collaborate with, obstacles to overcome, challenges to face, unpredictability to manage, strategies to develop, and skills to hone. Importantly, games offer valuable life lessons.

Some populist movements claim adherence to the ideals of modern science and to the traditions of skeptical empiricism. They tell people that indeed you should never trust any institutions or figures of authority—including self-proclaimed populist parties and politicians. Instead, you should “do your own research” and trust only what you can directly observe by yourself. This radical empiricist position implies that while large-scale institutions like political parties, courts, newspapers, and universities can never be trusted, individuals who make the effort can still find the truth by themselves. This approach may sound scientific and may appeal to free-spirited individuals, but it leaves open the question of how human communities can cooperate to build health-care systems or pass environmental regulations, which demand large-scale institutional organization. Is a single individual capable of doing all the necessary research to decide whether the earth’s climate is heating up and what should be done about it? How would a single person go about collecting climate data from throughout the world, not to mention obtaining reliable records from past centuries? Trusting only “my own research” may sound scientific, but in practice it amounts to believing that there is no objective truth. As we shall see in chapter 4, science is a collaborative institutional effort rather than a personal quest.

We know and believe in our hearts that children become more engaged, motivated, and successful when they have choice over what they read, what they write, and the order in which they schedule their days. Nevertheless we have found it hard to give up being in control of their literacy choices. Then we think about our own need for choice. We realize we have much in common with our children. There are days when we come to school ready to settle in and get right down to business. Other days, working alone doesn't seem as enticing, so we collaborate with our teaching partners. Our needs tend to dictate how we organize our time and activities. If a quiet morning of preparation is interrupted by a staff meeting, our minds and bodies resist. We are motivated, engaged, and productive when we are in control of our schedules. We know the expectations of our jobs and want to be trusted to choose the order of our daily schedules and the approaches we take to meeting them. Why should our children feel any differently?

Phase Activities Action Establish relationships and common agenda between all stakeholders Collaboratively scope issues and information Agree on time-frame Reflection On research design, ethics, power relations, knowledge construction process, representation and accountability Action Build relationships Identify roles, responsibilities and ethics procedures Establish a Memorandum of Understanding Collaboratively design research process and tools Discuss and identify desired action outcomes Reflection On research questions, design, working relationships and information requirements Action Work together to implement research process and undertake data collection Enable participation of others Collaboratively analyse information generated Begin planning action together Reflection On research process Evaluate participation and representation of others Assess need for further research and/or various action options Action Plan research-informed action which may include feedback to participants and influential other Reflection Evaluate action and process as a whole Action Identify options for further participatory research and action with or without academic researchers Figure 2.1 Key stages in a typical PAR process

Early July 2012 Young, I started reading your blog, “Life Of A Harem Boy,” and it brought back memories of our time together. As much as I am not in favor of you writing about our E.R.O.S. experiences, I applaud your bravery and the honest approach in your stories. Your courage to tell all has somehow convinced me to add my point of view to our adventures together. My dear, you sure have cogent ways of softening my stances in providing credence to your narrations. One thing I’m glad you didn’t do is tell your story as an exposé to discredit the positive experiences of our clandestine society, of the people involved and the schools we attended. For this I laud you. If you are open to my retelling of your stories through my experiences, we may at some point arrive at a juncture where we can be co-authors in one book of your Harem Boy series. This collaboration will provide further credibility to our escapades. I’d be happy to team up with you if you are open to me being a co-writer of one of your 5 books. Since I am semi-retired and have time to kill, it will be an excellent opportunity for me to recount part of my life story in conjunction with you. In many ways, I am glad we reconnected. Maybe the time is ripe for us to work on a joint project (which we had the intention of doing many years ago). Do you remember how we discussed a collaboration but never got around to it? This may be the perfect project. We can tell a similar story from different angles and points of view. I think we’ll also be able to rekindle our friendship more deeply. Let me know your thoughts.

One of the worst disconnects of a business software development effort is seen in the gap between domain experts and software developers. Generally speaking, true domain experts are focused on delivering business value. On the other hand, software developers are typically drawn to technology and technical solutions to business problems. It’s not that software developers have wrong motivations; it’s just what tends to grab their attention. Even when software developers engage with domain experts, the collaboration is largely at a surface level, and the software that gets developed often results in a translation/mapping between how the business thinks and operates and how the software developer interprets that. The resulting software generally does not reflect a recognizable realization of the mental model of the domain experts, or perhaps it does so only partially. Over time this disconnect becomes costly. The translation of domain knowledge into software is lost as developers transition to other projects or leave the company. A different, yet related problem is when one or more domain experts do not agree with each other. This tends to happen because each expert has more or less experience in the specific domain being modeled, or they are simply experts in related but different areas. It’s also common for multiple “domain experts” to have no expertise in a given domain, where they are more of a business analyst, yet they are expected to bring insightful direction to discussions. When this situation goes unchecked, it results in blurred rather than crisp mental models, which lead to conflicting software models. Worse still is when the technical approach to software development actually wrongly changes the way the business functions. While a different scenario, it is well known that enterprise resource planning (ERP) software will often change the overall business operations of an organization to fit the way the ERP functions. The total cost of owning the ERP cannot be fully calculated in terms of license and maintenance fees. The reorganization and disruption to the business can be far more costly than either of those two tangible factors. A similar dynamic is at play as your software development teams interpret what the business needs into what the newly developed software actually does. This can be both costly and disruptive to the business, its customers, and its partners. Furthermore, this technical interpretation is both unnecessary and avoidable with the use of proven software development techniques. The solution is a key investment.

All the evidence from the science of complexity says that given certain clear parameters...communities or teams will become self-organizing. They will be attracted to certain flowing states of organization natural to the people who make them up. In complexity theory, these flowing states are poetically called strange attractors. ... A work team made up of collaborating individuals would...have, if you could measure and plot creativity, failure, and success, a strange attractor that depicted the edges and patterns of the team's behavior. This pattern would be constrained by the forces operating within the company and outside in the market, but it would be most affected by the focus and vision of the team. A strong vision and purpose acts as a kind of strange attractor, allowing individual creativity while acting as a natural constraint to behavior that is detrimental to the team. Without repressive rules, then, a cohesive team with a strong sense of its mission, ethics, and tasks can be allowed a lot of leeway to develop its own approach to problems.

Winning the digital dynamic means engaging innovative thinking, enforcing cross-functional collaboration, building the unique business competency, and taking a structural approach.

But for this, we need a new development model. We have designed an economic system that sees no value in any human or natural resource unless it is exploited. A river is unproductive until its catchment is appropriated by some industry or its waters are captured by a dam. An open field and its natural bounty are useless until they are fenced. A community of people have no value unless their life is commercialised, their needs are turned into consumer goods, and their aspirations are driven by competition. In this approach, development equals manipulation. By contrast, we need to understand development as something totally different: development is care. It is through a caring relationship with our natural wealth that we can create value, not through its destruction. It is thanks to a cooperative human-to-human interaction that we can achieve the ultimate objective of development, that is, wellbeing. In this new economy, people will be productive by performing activities that enhance the quality of life of their peers and the natural ecosystems in which they live. If not for moral reasons, they should do so for genuine self-interest: there is nothing more rewarding than creating wellbeing for oneself and society. This is the real utility, the real consumer surplus, not the shortsighted and self-defeating behaviour promoted by the growth ideology. The wellbeing economy is a vision for all countries. There are cultural traces of such a vision in the southern African notion of ‘ubuntu’, which literally means ‘I am because you are’, reminding us that there is no prosperity in isolation and that everything is connected. In Indonesia we find the notion of ‘gotong royong’, a conception of development founded on collaboration and consensus, or the vision of ‘sufficiency economy’ in Thailand, Bhutan and most of Buddhist Asia, which indicates the need for balance, like the Swedish term ‘lagom’, which means ‘just the right amount’. Native Alaskans refer to ‘Nuka’ as the interconnectedness of humans to their ecosystems, while in South America, there has been much debate about the concept of ‘buen vivir’, that is, living well in harmony with others and with nature.

continue polluting while trying to offset the damage through some face-saving corporate philanthropy exercises. We would be fools to assume that we can simply pay our way out of this mess. Nature cannot be bailed out, as if it were a financial market. We need to stop breaking things in the first place. But for this, we need a new development model. We have designed an economic system that sees no value in any human or natural resource unless it is exploited. A river is unproductive until its catchment is appropriated by some industry or its waters are captured by a dam. An open field and its natural bounty are useless until they are fenced. A community of people have no value unless their life is commercialised, their needs are turned into consumer goods, and their aspirations are driven by competition. In this approach, development equals manipulation. By contrast, we need to understand development as something totally different: development is care. It is through a caring relationship with our natural wealth that we can create value, not through its destruction. It is thanks to a cooperative human-to-human interaction that we can achieve the ultimate objective of development, that is, wellbeing. In this new economy, people will be productive by performing activities that enhance the quality of life of their peers and the natural ecosystems in which they live. If not for moral reasons, they should do so for genuine self-interest: there is nothing more rewarding than creating wellbeing for oneself and society. This is the real utility, the real consumer surplus, not the shortsighted and self-defeating behaviour promoted by the growth ideology. The wellbeing economy is a vision for all countries. There are cultural traces of such a vision in the southern African notion of ‘ubuntu’, which literally means ‘I am because you are’, reminding us that there is no prosperity in isolation and that everything is connected. In Indonesia we find the notion of ‘gotong royong’, a conception of development founded on collaboration and consensus, or the vision of ‘sufficiency economy’ in Thailand, Bhutan and most of Buddhist Asia, which indicates the need for balance, like the Swedish term ‘lagom’, which means ‘just the right amount’. Native Alaskans refer to ‘Nuka’ as the interconnectedness of humans to their ecosystems, while in South America, there has been much debate about the concept of ‘buen vivir’, that is, living well in harmony with others and with nature. The most industrialised nations, which we often describe in dubious terms like ‘wealthy’ or ‘developed’, are at a crossroads. The mess they have created is fast outpacing any other gain, even in terms of education and life expectancy. Their economic growth has come at a huge cost for the rest of the world and the planet as a whole. Not only should they commit to realising a wellbeing economy out of self-interest, but also as a moral obligation to the billions of people who had to suffer wars, environmental destruction and other calamities so that a few, mostly white human beings could go on

Welcome" is a word to use often! Leaders who maintain an open-door policy inspire trust, teamwork, and healthier communication. They are more likely to earn respect, gain buy-in, and foster collaboration.

Here is why the wellbeing economy comes at the right time. At the international level there have been some openings, which can be exploited to turn the wellbeing economy into a political roadmap. The first was the ratification of the Sustainable Development Goals (SDGs) in 2015. The SDGs are a loose list of 17 goals, ranging from good health and personal wellbeing to sustainable cities and communities as well as responsible production and consumption. They are a bit scattered and inconsistent, like most outcomes of international negotiations, but they at least open up space for policy reforms. For the first time in more than a century, the international community has accepted that the simple pursuit of growth presents serious problems. Even when it comes at high speed, its quality is often debatable, producing social inequalities, lack of decent work, environmental destruction, climate change and conflict. Through the SDGs, the UN is calling for a different approach to progress and prosperity. This was made clear in a 2012 speech by Secretary General Ban Ki-moon, who explicitly connected the three pillars of sustainable development: ‘Social, economic and environmental wellbeing are indivisible.’82 Unlike in the previous century, we now have a host of instruments and indicators that can help politicians devise different policies and monitor results and impacts throughout society. Even in South Africa, a country still plagued by centuries of oppression, colonialism, extractive economic systems and rampant inequality, the debate is shifting. The country’s new National Development Plan has been widely criticised because of the neoliberal character of the main chapters on economic development. Like the SDGs, it was the outcome of negotiations and bargaining, which resulted in inconsistencies and vagueness. Yet, its opening ‘vision statement’ is inspired by a radical approach to transformation. What should South Africa look like in 2030? The language is uplifting: We feel loved, respected and cared for at home, in community and the public institutions we have created. We feel understood. We feel needed. We feel trustful … We learn together. We talk to each other. We share our work … I have a space that I can call my own. This space I share. This space I cherish with others. I maintain it with others. I am not self-sufficient alone. We are self-sufficient in community … We are studious. We are gardeners. We feel a call to serve. We make things. Out of our homes we create objects of value … We are connected by the sounds we hear, the sights we see, the scents we smell, the objects we touch, the food we eat, the liquids we drink, the thoughts we think, the emotions we feel, the dreams we imagine. We are a web of relationships, fashioned in a web of histories, the stories of our lives inescapably shaped by stories of others … The welfare of each of us is the welfare of all … Our land is our home. We sweep and keep clean our yard. We travel through it. We enjoy its varied climate, landscape, and vegetation … We live and work in it, on it with care, preserving it for future generations. We discover it all the time. As it gives life to us, we honour the life in it.83 I could have not found better words to describe the wellbeing economy: caring, sharing, compassion, love for place, human relationships and a profound appreciation of what nature does for us every day. This statement gives us an idea of sufficiency that is not about individualism, but integration; an approach to prosperity that is founded on collaboration rather than competition. Nowhere does the text mention growth. There’s no reference to scale; no pompous images of imposing infrastructure, bridges, stadiums, skyscrapers and multi-lane highways. We make the things we need. We, as people, become producers of our own destiny. The future is not about wealth accumulation, massive

Let’s drink to my new friends. I’m glad to be entwined with Aziz’s photography project. I’m forthwith committed to making “Sacred Sex In Sacred Places” a successful venture for us. “I have been brainstorming with the Habiibi and Gabrielli on various approaches to launching this artistic endeavor. We have some ideas, and we’ll share them with you guys soon.” As we clinked our crystal glasses, Mario pronounced, “I’ll be joining you guys to Rome or wherever we are travelling, to see this project through to fruition. Before we depart for the Capital, I’ll organize a party at my palazzo to celebrate our collaboration.

analysts were more likely to maintain their star performance if they worked with high-quality colleagues in their teams and departments. The star analysts relied on knowledgeable colleagues for information and new ideas. The star investment analysts and the cardiac surgeons depended heavily on collaborators who knew them well or had strong skills of their own.

responsibility bias is a major source of failed collaborations. Professional relationships disintegrate when entrepreneurs, inventors, investors, and executives feel that their partners are not giving them the credit they deserve, or doing their fair share.

Although the oncologist was a prominent expert in his field, Burton remembers him “mainly for what he taught me about uncritical acceptance of believing that you ‘are doing good.’ The only way you can really know is if you ask the patient and you have a dialogue.” In collaborations, takers rarely cross this perspective gap.

takers sometimes win in independent roles where performance is only about individual results, givers thrive in interdependent roles where collaboration matters.

By highlighting what she learned from Jimmy on these cross-country trips, Grace was affirming the political wisdom that he derived from his background and experiences that differed from hers—namely, his rural upbringing, experiences riding freight trains, and many years as an autoworker. She was also asserting the significance of their divergent backgrounds for their relationship. 63 Decades later, after they had made many more such trips over many years, she reinforced this point with a telling description of their trips: “Traveling along the highway, I would have my head in a book, while he was pointing out the cows and sheep, counting the freight cars and trying to figure out what they were carrying based on his knowledge of industry and agriculture in the region.” And this, she said, reflected not just their divergent personal styles but also their differing political styles: “My approach to political questions came more from books, his from experience.” 64 This duality of books and experience may have been exaggerated—theoretical concepts informed Jimmy’s political practice more than the statement would suggest—but it captures the complementary and cumulative nature of their collaboration. Combining their respective approaches to the politics that they engaged together, Grace and Jimmy could learn from each other, influence each other’s thinking, and grow together. This mutual growth came to be a crucial dynamic of their intellectual and political partnership, and this is what Grace was coming to see, and reporting to C. L. R. in their 1957 correspondence, as she weighed the decision to join him in London for several months.

Anyone who wants her mate to be a true partner must treat him as an equal - and equally capable - partner. And if that's not enough, bear in mind that a study found that wives who engage in gatekeeping behaviors do five more hours of family work per week than wives who take a more collaborative approach. (p.109)

ASSERTIVE The Assertive type believes time is money; every wasted minute is a wasted dollar. Their self-image is linked to how many things they can get accomplished in a period of time. For them, getting the solution perfect isn’t as important as getting it done. Assertives are fiery people who love winning above all else, often at the expense of others. Their colleagues and counterparts never question where they stand because they are always direct and candid. They have an aggressive communication style and they don’t worry about future interactions. Their view of business relationships is based on respect, nothing more and nothing less. Most of all, the Assertive wants to be heard. And not only do they want to be heard, but they don’t actually have the ability to listen to you until they know that you’ve heard them. They focus on their own goals rather than people. And they tell rather than ask. When you’re dealing with Assertive types, it’s best to focus on what they have to say, because once they are convinced you understand them, then and only then will they listen for your point of view. To an Assertive, every silence is an opportunity to speak more. Mirrors are a wonderful tool with this type. So are calibrated questions, labels, and summaries. The most important thing to get from an Assertive will be a “that’s right” that may come in the form of a “that’s it exactly” or “you hit it on the head.” When it comes to reciprocity, this type is of the “give an inch/take a mile” mentality. They will have figured they deserve whatever you have given them so they will be oblivious to expectations of owing something in return. They will actually simply be looking for the opportunity to receive more. If they have given some kind of concession, they are surely counting the seconds until they get something in return. If you are an Assertive, be particularly conscious of your tone. You will not intend to be overly harsh but you will often come off that way. Intentionally soften your tone and work to make it more pleasant. Use calibrated questions and labels with your counterpart since that will also make you more approachable and increase the chances for collaboration. We’ve seen how each of these groups views the importance of time differently (time = preparation; time = relationship; time = money). They also have completely different interpretations of silence. I’m definitely an Assertive, and at a conference this Accommodator type told me that he blew up a deal. I thought, What did you do, scream at the other guy and leave? Because that’s me blowing up a deal. But it turned out that he went silent; for an Accommodator type, silence is anger. For Analysts, though, silence means they want to think. And Assertive types interpret your silence as either you don’t have anything to say or you want them to talk. I’m one, so I know: the only time I’m silent is when I’ve run out of things to say. The funny thing is when these cross over. When an Analyst pauses to think, their Accommodator counterpart gets nervous and an Assertive one starts talking, thereby annoying the Analyst, who thinks to herself, Every time I try to think you take that as an opportunity to talk some more. Won’t you ever shut up?

Agile HR Manifesto We are uncovering better ways of developing an engaging workplace culture by doing it and helping others do it. Through this work, we have come to value: Collaborative networks over hierarchical structures Transparency over secrecy Adaptability over prescriptiveness Inspiration and engagement over management and retention Intrinsic motivation over extrinsic rewards Ambition over obligation That is, while there is value in the items on the right section of the sentence, we value the items on the left more.

A great story about a big company’s ability to do this comes from one of the world’s biggest businesses, General Electric. I learned about Doug Dietz a few years ago when I saw him speak to a group of executives. Doug leads the design and development of award-winning medical imaging systems at GE Healthcare. He was at a hospital one day when he witnessed a little girl crying and shaking from fear as she was preparing to have an MRI — in a big, noisy, hot machine that Dietz had designed. Deeply shaken, he started asking the nurses if her reaction was common. He learned that 80 percent of pediatric patients had to be sedated during MRIs because they were too scared to lie still. He immediately decided he needed to change how the machines were designed. He flew to California for a weeklong design course at Stanford’s d.school. There he learned about a human-centric approach to design, collaborated with other designers, talked to healthcare professionals, and finally observed and talked to children in hospitals. The results were stunning. His humandriven redesigns wrapped MRI machines in fanciful themes like pirate ships and space adventures and included technicians who role-play. When Dietz’s redesigns hit children’s hospitals, patient satisfaction scores soared and the number of kids who needed sedation plummeted. Doug was teary-eyed as he told the story, and so were many of the senior executives in the audience. Products should be designed for people. Businesses should be run in a responsive, human-centric way. It is time to return to those basics. Let TRM be your roadmap and turn back to putting people first. It worked for our grandparents. It can work for you.

Martin's distinction between the approach to acoustics characterized by the Sabine formula and his own approach, using the Arup SoundLab, recalls the sociologist Max Weber's distinction between the ethics of the scientist and those of the politician. Weber explains the vocation of science as the pursuit of clarity. Scientists follow an "ethic of ultimate ends," in which the ends justify the means. "The believer in an ethic of ultimate ends feels responsibility only for seeing to it that the flame of pure intentions is not squelched." Weber contrasts this with the politician's "ethic of responsibility." For Weber, being a politician means giving priority to the legitimacy of the means over the end. In their shift from the optimization of reverberation time to the pursuit of a consensus in the Arup SoundLab, acousticians have traded the ethics of the scientist for those of the politician. By focusing on a collaborative means of examining architectural acoustics, Martin and his colleagues have created a place for themselves as engaged co-designers rather than objective scientists.

A Hard Left For High-School History The College Board version of our national story BY STANLEY KURTZ | 1215 words AT the height of the “culture wars” of the late 1980s and early 1990s, conservatives were alive to the dangers of a leftist takeover of American higher education. Today, with the coup all but complete, conservatives take the loss of the academy for granted and largely ignore it. Meanwhile, America’s college-educated Millennial generation drifts ever farther leftward. Now, however, an ambitious attempt to force a leftist tilt onto high-school U.S.-history courses has the potential to shake conservatives out of their lethargy, pulling them back into the education wars, perhaps to retake some lost ground. The College Board, the private company that develops the SAT and Advanced Placement (AP) exams, recently ignited a firestorm by releasing, with little public notice, a lengthy, highly directive, and radically revisionist “framework” for teaching AP U.S. history. The new framework replaces brief guidelines that once allowed states, school districts, and teachers to present U.S. history as they saw fit. The College Board has promised to generate detailed guidelines for the entire range of AP courses (including government and politics, world history, and European history), and in doing so it has effectively set itself up as a national school board. Dictating curricula for its AP courses allows the College Board to circumvent state standards, virtually nationalizing America’s high schools, in violation of cherished principles of local control. Unchecked, this will result in a high-school curriculum every bit as biased and politicized as the curriculum now dominant in America’s colleges. Not coincidentally, David Coleman, the new head of the College Board, is also the architect of the Common Core, another effort to effectively nationalize American K–12 education, focusing on English and math skills. As president of the College Board, Coleman has found a way to take control of history, social studies, and civics as well, pushing them far to the left without exposing himself to direct public accountability. Although the College Board has steadfastly denied that its new AP U.S. history (APUSH) guidelines are politically biased, the intellectual background of the effort indicates otherwise. The early stages of the APUSH redesign overlapped with a collaborative venture between the College Board and the Organization of American Historians to rework U.S.-history survey courses along “internationalist” lines. The goal was to undercut anything that smacked of American exceptionalism, the notion that, as a nation uniquely constituted around principles of liberty and equality, America stands as a model of self-government for the world. Accordingly, the College Board’s new framework for AP U.S. history eliminates the traditional emphasis on Puritan leader John Winthrop’s “City upon a Hill” sermon and its echoes in American history. The Founding itself is demoted and dissolved within a broader focus on transcontinental developments, chiefly the birth of an exploitative international capitalism grounded in the slave trade. The Founders’ commitment to republican principles is dismissed as evidence of a benighted belief in European cultural superiority. Thomas Bender, the NYU historian who leads the Organization of American Historians’ effort to globalize and denationalize American history, collaborated with the high-school and college teachers who eventually came to lead the College Board’s APUSH redesign effort. Bender frames his movement as a counterpoint to the exceptionalist perspective that dominated American foreign policy during the George W. Bush ad ministration. Bender also openly hopes that students exposed to his approach will sympathize with Supreme Court justice Ruth Bader Ginsburg’s willingness to use foreign law to interpret the U.S. Constitution rather than with Justice Antonin Scalia�

Hoshin Kanri Business Methodology The balanced scorecard had its origins in Hoshin Kanri, so it is appropriate to examine this business methodology. As I understand it, translated, the term means a business methodology for direction and alignment. This approach was developed in a complex Japanese multinational where it is necessary to achieve an organization-wide collaborative effort in key areas. One tenet behind Hoshin Kanri is that all employees should incorporate into their daily routines a contribution to the key corporate objectives. In other words, staff members need to be made aware of the critical success factors and then prioritize their daily activities to maximize their positive contribution in these areas.

Thomas Piketty, the economist of the moment, writes that after he obtained an economics doctorate, and spent several years teaching at M.I.T., “I was only too aware of the fact that I knew nothing about the world’s economic problems.” Piketty goes on, “To put it bluntly, the discipline of economics has to get over its childish passion for mathematics and for purely theoretical and often highly ideological speculation, at the expense of historical research and collaboration with the other social sciences.” The student group agrees with Piketty. In the open letter, the students argue that an economics degree “should include interdisciplinary approaches and allow students to engage with other social sciences and the humanities.” But the students’ main beef is that, even within the subject of economics, the standard curriculum is overly restrictive, and excludes much that is valuable. The letter calls for students to be exposed to “a variety of theoretical perspectives, from the commonly taught neoclassically-based approaches to the largely excluded classical, post-Keynesian, institutional, ecological, feminist, Marxist and Austrian traditions—among others. Most economics students graduate without ever encountering

Here are three approaches to designing a Long-Running Process, although there may be more: • Design the process as a composite task, which is tracked by an executive component that records the steps and completeness of the task using a persistent object. This is the approach discussed most thoroughly here. • Design the process as a set of partner Aggregates that collaborate in a set of activities. One or more Aggregate instances act as the executive and maintain the overall state of the process. This is the approach promoted by Amazon’s Pat Helland [Helland]. • Design a stateless process in that each message handler component that receives an Event-carrying message must enrich the received Event with more task progress information as it sends the next message. The state of the overall process is maintained only in the body of each message sent from collaborator to collaborator.