Strategy Formulation Quotes

The strongest competitive force or forces determine the profitability of an industry and become the most important to strategy formulation. The most salient force, however, is not always obvious. P. 26

The vision defines the organization's desired future state and provides a framework for formulating long-term goals. Strategy, in turn, outlines the specific actions and initiatives needed to achieve that vision.

The key to resolving international conflict with a positive outcome includes looking for a win-win situation, finding common ground, formulating proactive strategies, using effective negotiation and communication, and appreciating cultural differences.

Cheating and covering up are natural by-products of a top-down culture that does not accept “no” or “it can't be done” for an answer. But combining this culture with a belief that a brilliant strategy formulated in the past will hold indefinitely into the future becomes a certain recipe for failure.

Please note that Moroni formulated both defensive and offensive strategies based upon his knowledge about the intent of the enemy, and his design was established upon a righteous cause.

It was at this time that he formulated a basic principle for the conduct of the Battle of Britain: that it was better to spoil the aim of many German aircraft than to shoot down a few of them.

Formulating a false story to justify your fears may make you feel better, but it isn't a successful investment strategy.

If computers can create musical compositions or design electronic components, then it seems likely that they will soon be able to formulate a new legal strategy or perhaps come up with a new way to approach a management problem.

There may not be time.’ Strax said, ‘to conduct a full surveillance regime according to prescribed regulations in order to formulate a coherent strategy of the best method to effect entry.’ ‘That’s true,’ Madame Vastra agreed. ‘So I suggest you simply break down this door.

Usually one feels aimless because one isn’t sure yet what one wants—until one does, a proper strategy can’t be formulated.” Charlotte studied Livia a moment. “But in your case, it’s possible you know exactly what you want, but you’re afraid to want it, let alone pursue it.

But I refused to give up. Until an avatar reached Halliday’s Easter egg, anything was still possible. Like any classic videogame, the Hunt had simply reached a new, more difficult level. A new level often required an entirely new strategy. I began to formulate a plan. A bold, outrageous plan that would require epic amounts of luck to pull off.

Many of us get anxious in test-taking situations regardless of our intelligence, preparation, or familiarity with the material. One of the reasons test anxiety is so common is that it is relatively easy to trigger. Even one episode of heightened anxiety is sufficient for us to feel intensely anxious when facing a similar situation in the future. Test anxiety is especially problematic because it causes massive disruptions to our concentration, our focus, and our ability to think clearly, all of which have a huge impact on our performance. As a rule, anxiety tends to be extremely greedy when it comes to our concentration and attention. The visceral discomfort it creates can be so distracting, and the intellectual resources it hogs so critical, that we might struggle to comprehend the nuances of questions, retrieve the relevant information from our memory, formulate answers coherently, or choose the best option from a multiple-choice list. As an illustration of how dramatic its effects are, anxiety can cause us to score fifteen points lower than we would otherwise on a basic IQ test—a hugely significant margin that can drop a score from the Superior to the Average range.

Paradoxes and contradictions are often expressed in the form of pairs of opposites, or polarity; yin-yang, strong–weak, offense–defense, unorthodox–orthodox, vacuity–substance, and so on and so forth. In terms of strategic thought, the use of paradox and contradiction thus denotes the use of a different logical system in the Chinese strategic tradition. As a result, Chinese strategic thought is able to provide an entirely different way of interpreting and formulating strategy.

The distinction between political esotericism and substantive esotericism creates two different meanings for biblical language. Sociopolitical esotericism perceives the biblical parable as an allegory, whose hidden content lends itself to direct conceptual expression. In contrast, the essential concept of esotericism sees the biblical parable as a symbol, whose hidden content cannot be formulated directly in conceptual language. According to this understanding, the esoteric mode of writing and speaking in indirect and allusive way is not the product of a strategy that philosophy adopts vis-à-vis society; it is, rather, the essential nature of the philosophical realm.

Many people have impressive record libraries, full of the most exquisite music ever produced, yet they fail to enjoy it. They listen a few times to their recording equipment, marveling at the clarity of the sound it produces, and then forget to listen again until it is time to purchase a more advanced system. Those who make the most of the potential for enjoyment inherent in music, on the other hand, have strategies for turning the experience into flow. They begin by setting aside specific hours for listening. When the time comes, they deepen concentration by dousing the lights, by sitting in a favorite chair, or by following some other ritual that will focus attention. They plan carefully the selection to be played, and formulate specific goals for the session to come.

Everything we do and say will either underline or undermine our discipleship process. As long as there is one unsaved person on my campus or in my city, then my church is not big enough. One of the underlying principles of our discipleship strategy is that every believer can and should make disciples. When a discipleship process fails, many times the fatal flaw is that the definition of discipleship is either unclear, unbiblical, or not commonly shared by the leadership team. Write down what you love to do most, and then go do it with unbelievers. Whatever you love to do, turn it into an outreach. You have to formulate a system that is appropriate for your cultural setting. Writing your own program for making disciples takes time, prayer, and some trial and error—just as it did with us. Learn and incorporate ideas from other churches around the world, but only after modification to make sure the strategies make sense in our culture and community. Culture is changing so quickly that staying relevant requires our constant attention. If we allow ourselves to be distracted by focusing on the mechanics of our own efforts rather than our culture, we will become irrelevant almost overnight. The easiest and most common way to fail at discipleship is to import a model or copy a method that worked somewhere else without first understanding the values that create a healthy discipleship culture. Principles and process are much more important than material, models, and methods. The church is an organization that exists for its nonmembers. Christianity does not promise a storm-free life. However, if we build our lives on biblical foundations, the storms of life will not destroy us. We cannot have lives that are storm-free, but we can become storm-proof. Just as we have to figure out the most effective way to engage our community for Christ, we also have to figure out the most effective way to establish spiritual foundations in each unique context. There is really only one biblical foundation we can build our lives on, and that is the Lord Jesus Christ. Pastors, teachers, and church staff believe their primary role is to serve as mentors. Their task is to equip every believer for the work of the ministry. It is not to do all the ministry, but to equip all the people to do it. Their top priority is to equip disciples to do ministry and to make disciples. Do you spend more time ministering to people or preparing people to minister? No matter what your church responsibilities are, you can prepare others for the same ministry. Insecurity in leadership is a deadly thing that will destroy any organization. It drives pastors and presidents to defensive positions, protecting their authority or exercising it simply to show who is the boss. Disciple-making is a process that systematically moves people toward Christ and spiritual maturity; it is not a bunch of randomly disconnected church activities. In the context of church leadership, one of the greatest and most important applications of faith is to trust the Holy Spirit to work in and through those you are leading. Without confidence that the Holy Spirit is in control, there is no empowering, no shared leadership, and, as a consequence, no multiplication.

Einstein’s “mathematical strategy,” on the other hand, focused on using generic mathematical knowledge about the metric tensor to find a gravitational field equation that was generally (or at least broadly) covariant. The process worked both ways: Einstein would examine equations that were abstracted from his physical requirements to check their covariance properties, and he would examine equations that sprang from elegant mathematical formulations to see if they met the requirements of his physics. “On page after page of the notebook, he approached the problem from either side, here writing expressions suggested by the physical requirements of the Newtonian limit and energy-momentum conservation, there writing expressions naturally suggested by the generally covariant quantities supplied by the mathematics of Ricci and Levi-Civita,” says John Norton.

Neoliberal ideology has radically altered our working lives, leaving us isolated and exposed. The ‘freedom and independence’ of the gig economy it celebrates, in which regular jobs are replaced by an illusion of self-employment, often translates into no job security, no unions, no health benefits, no overtime compensation, no safety net and no sense of community. In 1987, Margaret Thatcher said the following in a magazine interview: I think we have gone through a period when too many children and people have been given to understand ‘I have a problem, it is the Government’s job to cope with it!’ or ‘I have a problem, I will go and get a grant to cope with it!’, ‘I am homeless, the Government must house me!’ And so they are casting their problems on society, and who is society? There is no such thing! There are individual men and women and there are families, and no government can do anything except through people and people look to themselves first.8 As always, Thatcher was faithfully repeating the snake-oil remedies of neoliberalism. Precious few of the ideas attributed to her were her own. They were formulated by men like Hayek and Friedman, then spun by the think tanks and academic departments of the Neoliberal International. In this short quote, we see three of the ideology’s core tenets distilled: First, everyone is responsible for their own destiny, and if you fall through the cracks, the fault is yours and yours alone. Second, the state has no responsibility for those in economic distress, even those without a home. Third, there is no legitimate form of social organization beyond the individual and the family. There is genuine belief here. There is a long philosophical tradition, dating back to Thomas Hobbes,9 which sees humankind as engaged in a war of ‘every man against every man’. Hayek believed that this frantic competition delivered social benefits, generating the wealth which would eventually enrich us all. But there is also political calculation. Together we are powerful, alone we are powerless. As individual consumers, we can do almost nothing to change social or environmental outcomes. But as citizens, combining effectively with others to form political movements, there is almost nothing we cannot do. Those who govern on behalf of the rich have an incentive to persuade us we are alone in our struggle for survival, and that any attempts to solve our problems collectively – through trade unions, protest movements or even the mutual obligations of society – are illegitimate or even immoral. The strategy of political leaders such as Thatcher

Thirty-Nine Ways to Lower Your Cortisol 1 Meditate. 2 Do yoga. 3 Stretch. 4 Practice tai chi. 5 Take a Pilates class. 6 Go for a labyrinth walk. 7 Get a massage. 8 Garden (lightly). 9 Dance to soothing, positive music. 10 Take up a hobby that is quiet and rewarding. 11 Color for pleasure. 12 Spend five minutes focusing on your breathing. 13 Follow a consistent sleep schedule. 14 Listen to relaxing music. 15 Spend time laughing and having fun with someone. (No food or drink involved.) 16 Interact with a pet. (It also lowers their cortisol level.) 17 Learn to recognize stressful thinking and begin to: Train yourself to be aware of your thoughts, breathing, heart rate, and other signs of tension to recognize stress when it begins. Focus on being aware of your mental and physical states, so that you can become an objective observer of your stressful thoughts instead of a victim of them. Recognize stressful thoughts so that you can formulate a conscious and deliberate reaction to them. A study of forty-three women in a mindfulness-based program showed that the ability to describe and articulate stress was linked to a lower cortisol response.28 18 Develop faith and participate in prayer. 19 Perform acts of kindness. 20 Forgive someone. Even (or especially?) yourself. 21 Practice mindfulness, especially when you eat. 22 Drink black and green tea. 23 Eat probiotic and prebiotic foods. Probiotics are friendly, symbiotic bacteria in foods such as yogurt, sauerkraut, and kimchi. Prebiotics, such as soluble fiber, provide food for these bacteria. (Be sure they are sugar-free!) 24 Take fish or krill oil. 25 Make a gratitude list. 26 Take magnesium. 27 Try ashwagandha, an Asian herbal supplement used in traditional medicine to treat anxiety and help people adapt to stress. 28 Get bright sunlight or exposure to a lightbox within an hour of waking up (great for fighting seasonal affective disorder as well). 29 Avoid blue light at night by wearing orange or amber glasses if using electronics after dark. (Some sunglasses work.) Use lamps with orange bulbs (such as salt lamps) in each room, instead of turning on bright overhead lights, after dark. 30 Maintain healthy relationships. 31 Let go of guilt. 32 Drink water! Stay hydrated! Dehydration increases cortisol. 33 Try emotional freedom technique, a tapping strategy meant to reduce stress and activate the parasympathetic nervous system (our rest-and-digest system). 34 Have an acupuncture treatment. 35 Go forest bathing (shinrin-yoku): visit a forest and breathe its air. 36 Listen to binaural beats. 37 Use a grounding mat, or go out into the garden barefoot. 38 Sit in a rocking chair; the soothing motion is similar to the movement in utero. 39 To make your cortisol fluctuate (which is what you want it to do), end your shower or bath with a minute (or three) under cold water.

Our political system today does not engage the best minds in our country to help us get the answers and deploy the resources we need to move into the future. Bringing these people in—with their networks of influence, their knowledge, and their resources—is the key to creating the capacity for shared intelligence that we need to solve the problems we face, before it’s too late. Our goal must be to find a new way of unleashing our collective intelligence in the same way that markets have unleashed our collective productivity. “We the people” must reclaim and revitalize the ability we once had to play an integral role in saving our Constitution. The traditional progressive solution to problems that involve a lack of participation by citizens in civic and democratic processes is to redouble their emphasis on education. And education is, in fact, an extremely valuable strategy for solving many of society’s ills. In an age where information has more economic value than ever before, it is obvious that education should have a higher national priority. It is also clear that democracies are more likely to succeed when there is widespread access to high-quality education. Education alone, however, is necessary but insufficient. A well-educated citizenry is more likely to be a well-informed citizenry, but the two concepts are entirely different, one from the other. It is possible to be extremely well educated and, at the same time, ill informed or misinformed. In the 1930s and 1940s, many members of the Nazi Party in Germany were extremely well educated—but their knowledge of literature, music, mathematics, and philosophy simply empowered them to be more effective Nazis. No matter how educated they were, no matter how well they had cultivated their intellect, they were still trapped in a web of totalitarian propaganda that mobilized them for evil purposes. The Enlightenment, for all of its liberating qualities—especially its empowerment of individuals with the ability to use reason as a source of influence and power—has also had a dark side that thoughtful people worried about from its beginning. Abstract thought, when organized into clever, self-contained, logical formulations, can sometimes have its own quasi-hypnotic effect and so completely capture the human mind as to shut out the leavening influences of everyday experience. Time and again, passionate believers in tightly organized philosophies and ideologies have closed their minds to the cries of human suffering that they inflict on others who have not yet pledged their allegiance and surrendered their minds to the same ideology. The freedoms embodied in our First Amendment represented the hard-won wisdom of the eighteenth century: that individuals must be able to fully participate in challenging, questioning, and thereby breathing human values constantly into the prevailing ideologies of their time and sharing with others the wisdom of their own experience.

Strategic Planning Today: A Six-Step Process  The strategic planning process offers incredible benefits if we pursue it correctly. The following six steps constitute one version of the process: mission, objective, situation analysis, strategy formulation, strategy implementation, and control.  The first step in the process is to define your mission; as we saw at the beginning of this lecture, this is the core that guides you. Your mission is what you look to in setting your objectives.  The objectives established in the second step are chosen based on some notion of wanting to fulfill your mission. They should be clear, concise, achievable, and in some sense, measurable.  The third step, the environmental scan, is pivotal for most firms, and it is the most involved. Look at both the external and internal environments in which your firm functions. On a personal level, evaluate the external factors that impinge on you with respect to your objectives.  The fourth step is the actual formulation of strategy. Decide what you will actually do to get from where you are to where you want to be. Allocate resources and connect your management decisions with the people who will implement the plan.  The fifth step is implementation of strategy, and here is where many companies fail because they do not follow the military dictum to “supervise and refine.” This means not to simply issue orders and assume that they’ll be carried out.  The sixth step, control, involves developing a control mechanism to evaluate whether or not the plan is working. When the control or monitoring system tells you that something is amiss in your strategy, you can then circle back to your environmental scan to discover whether the relevant environmental factors have changed.

In contrast, the Clausewitzian tradition views the practice of war from a more "nonlinear" perspective.7 Similar inputs, or strategies, often do not produce similar outputs, or desired end-states. War's natural uncertainty makes it impossible to guarantee that what worked yesterday will work tomorrow. Two plus two will not always equal four. This unpredictability demands that any theory of war be more heuristic than prescriptive since "no prescriptive formulation universal enough to deserve the name of law can be applied to the constant change and diversity of the phenomena of war."8 As Clausewitz continued, "Theory should be study not doctrine. . . . It is meant to educate the mind of the future commander, or, more accurately, to guide him in his self-education, not to accompany him to the battlefield."9

When conducting research, always formulate a strong hypothesis, create an organized methodology and develop a pragmatic solution. If you follow these strategies, your research theory can maximize benefits and minimize costs for targeted audiences in real life settings.

The more your selling efforts are aligned with how the brain naturally formulates buying decisions, the more successful you will be.

Proper discipline requires effort -- indeed, is virtually synonymous with effort. It is difficult... ...to pay careful attention to children. ...to figure out what is wrong and what is right and why ...to formulate just and compassionate strategies of discipline and to negotiate their application with others deeply involved in a child's care

The traditional illustration of the direct rule-based approach is the “three laws of robotics” concept, formulated by science fiction author Isaac Asimov in a short story published in 1942.22 The three laws were: (1) A robot may not injure a human being or, through inaction, allow a human being to come to harm; (2) A robot must obey any orders given to it by human beings, except where such orders would conflict with the First Law; (3) A robot must protect its own existence as long as such protection does not conflict with the First or Second Law. Embarrassingly for our species, Asimov’s laws remained state-of-the-art for over half a century: this despite obvious problems with the approach, some of which are explored in Asimov’s own writings (Asimov probably having formulated the laws in the first place precisely so that they would fail in interesting ways, providing fertile plot complications for his stories).23 Bertrand Russell, who spent many years working on the foundations of mathematics, once remarked that “everything is vague to a degree you do not realize till you have tried to make it precise.”24 Russell’s dictum applies in spades to the direct specification approach. Consider, for example, how one might explicate Asimov’s first law. Does it mean that the robot should minimize the probability of any human being coming to harm? In that case the other laws become otiose since it is always possible for the AI to take some action that would have at least some microscopic effect on the probability of a human being coming to harm. How is the robot to balance a large risk of a few humans coming to harm versus a small risk of many humans being harmed? How do we define “harm” anyway? How should the harm of physical pain be weighed against the harm of architectural ugliness or social injustice? Is a sadist harmed if he is prevented from tormenting his victim? How do we define “human being”? Why is no consideration given to other morally considerable beings, such as sentient nonhuman animals and digital minds? The more one ponders, the more the questions proliferate. Perhaps

That is what happens in systems populated by human beings: there are unintended consequences. And this is why it is difficult to formulate an effective strategy from on high, via a blueprint.

Articulate a Vision. Formulate a clear and persuasive vision and communicate it repeatedly to all members of the enterprise. Think and Act Strategically. Set forth a pragmatic strategy for achieving that vision both short- and long-term, and ensure that it is widely understood; consider all the players, and anticipate their reactions and resistance before they are manifest. Honor the Room. Frequently express your confidence in and support for those who work with and for you. Take Charge and Lead Change. Embrace a bias for action, taking responsibility even if it is not fully or formally delegated, particularly if you are especially well positioned to make a difference.

Usually one feels aimless because one isn't sure yet what one wants -- until one does, a proper strategy can't be formulated. But in your case, it's possible you know exactly what you want, but you're afraid to want it, let alone pursue it.

Aditya Sharma is a Tech Entrepreneur and Patent Holder who is based in the city of Maple Grove, MN. He enjoys life in this peaceful suburban city as it is a relaxing location from which to run his online business. Aditya Sharma is a skilled sales leader, program manager, and business strategy formulator.

Exploration is about formulating hypotheses or best guesses; confirmation is about rigorously testing preliminary conclusions. Confirmation turns best guesses into sure bets. As in scientific discovery, the less we know about a phenomenon, the more openended our questions. As relevant knowledge builds up, we become more precise about what we seek to learn, and we start to anticipate (more and more accurately) what we will find. Because hypothesis-testing experiments (for example, taking a new job on a provisional basis) are usually more costly than exploratory experiments (for example, working on a side project without leaving one’s job), we prefer to defer the former until we have solid data suggesting that we are going in the right direction. Variety for its own sake is not enough. In fact, a prolonged exploratory phase can be a defense mechanism against changing, and it can signal to others that we are not serious about making change. A true experimental method almost always leads to formulating new goals and new means to achieve them. As we learn from experience, we have to be willing to close avenues of exploration, to accept that what we thought we knew was wrong and that what we were hoping to find no longer suits

Strategy usually begins with an assessment of your industry. Your choice of strategic style should begin there as well. Although many industry factors will play into the strategy you actually formulate, you can narrow down your options by considering just two critical factors: predictability (How far into the future and how accurately can you confidently forecast demand, corporate performance, competitive dynamics, and market expectations?) and malleability (To what extent can you or your competitors influence those factors?).

It is not difficult to grasp the utility of such realists. They formulate and execute grand strategy based on a conception of the “national interest” which is—surprise!—in concert with the class interests of their patrons.

Considering the centrality of data as the linchpin of the AI revolution and the digital economy, it is apparent that an effective national AI strategy represents a competitive advantage in the Age of AI. Consequently, it is unlikely that nations would altruistically assist other nations in formulating strategies that might undermine their own competitive edge. Hence, the race for AI dominance necessitates each nation to secure its position in the swiftly evolving AI landscape.

Understand that exhaustive preparation is absolutely essential. Know your case facts inside and out, identify the most important issues to cover, and formulate the key questions to ask. Take note of gaps in information, inconsistencies, and things that don’t fit or add up. Prioritize your issues and questions. Cover your most important issues sooner rather than later. That allows you to manage time constraints, and to take advantage of the suspect’s anxiety, which will generally be at its peak at the beginning of the session—the subject will be more likely to exhibit deceptive behaviors that you can analyze. You probably will only have one bite at the apple. •    Have a concrete plan and a well-considered strategy. Identify what it is you want to accomplish. Short of a confession, you must establish specific timelines for the subject’s activities, and details regarding his alibi, injuries, and any other key issues. In other words, lock him in tight to a story. The rule of thumb is to be excruciatingly methodical. This sends the message that you will leave no stone unturned.

A clear vision & mission statement is necessary before alternative strategies can be formulated and implemented, even if it has not been consciously transformed into writing by the company strategists.

The usual place to stand is in the existing set of constraints, issues, and opportunities that confront the organization…. Using this approach, managers typically conduct a financial and organizational analysis, identify what opportunities and threats exist, what strengths and weaknesses the organization has, and then formulate a strategy that is intended to exploit the opportunities and minimize or eliminate the threats…. The boat is patched but it is still the same boat and most likely will only continue on the old course at about the same velocity or a little faster…. Our recommended approach is to stand in a future that is not directly derived from present conditions and circumstances…. Although the future is informed by the past, it is as “past-free” as possible…. When I say the future is “past-free,” I mean that the future should not be an extrapolation, extension, or modification of the past.

Developing plans for the promotion of converged digital services ○Formulation of a national vision and growth strategy based on broadcasting and communications and digital convergence

Do not exhaust your time, effort, and energy searching for the one ideal or perfect generic framework, model, or process to apply to your strategic planning endeavor. Create a new approach or adopt or modify an existing one to answer these important questions within the context of your organization, industry, and environment.

The actions of both sides made it easier for that American wrath to be warranted as retribution of the aggrieved. The early months saw the United States refuse to buy Cuban sugar or refine oil purchased from the Soviets. The Cubans instituted land reform, confiscating American land (with offers of compensation that were refused), then turned to the nationalization of American industry. As more property was taken, more economic measures were instituted against Cuba. American aggression ran from the embargo, propaganda, isolation, and the Bay of Pigs military invasion. As the rhetoric increased, terrorist acts were formulated and carried out. In partial response to the terror and other hostilities, the revolution became increasingly radicalized. From the start, policy makers knew terrorism would put a strain politically and economically on the nascent Cuban government, forcing it to use precious resources to protect itself and its citizens. It was to be part of the overarching strategy of making things so bad that the Cubans might rise up and overthrow their government.17

People should value a new year as a mental start of a new beginning to aim for pursuing their educational, social or financial success, if they failed to achieve one of these goals in the previous year. This strategy can help people boost self esteem by not allowing any disturbing events from the past year to disrupt their method of formulating new annual goals.

We need to talk about the nature of the present and our plans for the future, so we know where we are, where we are going, and why we are going there. We must submit the strategies and tactics we formulate to the judgments of others, to ensure their efficiency and resilience. We need to listen to ourselves as we talk, as well, so that we may organize our otherwise inchoate bodily reactions, motivations, and emotions into something articulate and organized, and dispense with those concerns that are exaggerated and irrational. We need to talk—both to remember and to forget.

Boycotts have served as a form of discursive enfranchisement and political empowerment that queer Palestinians have, in many ways, used to globally reclaim their voices from the Israeli state and its satellite institutions and their formidable resources. In turn, boycotts have become a primary form of transnational queer Palestinian solidarity activism. Augmenting them with openness to differences in ideology and strategy is critical for movement growth. Radical purism has created conditions in which activists often wind up just preaching to the choir. Avoiding this trap requires a commitment to deep listening, the formulation of means that mirror the ends we seek, a generosity of spirit, and a fierce kindness toward ourselves and others. Such steadfastness is essential, even in the face of cruelty, if the movement is to achieve peace and justice.

The Four Dominant Learning Styles What are the Four Types of Learners? If you have spent any considerable amount of time in a learning institution, you know for almost a fact that each learner is different from the next. It is relatively easy to pick out the differences among learners. For instance, you can identify a student who has an easier time retaining information when presented in a particular format. Until recent decades, education seemed to be incredibly rigid towards the learners. Most often than not, they were subjected to a one-size-fits-all model that never accommodated for the differences in learning. However, research and studies made tremendous strides in identifying and reconciling these discrepancies. Nowadays, educators are developing strategies that help them reach out to each student's specific learning style. This gives each learner a fair chance at acquiring an education. This article seeks to breakdown the four main ways that learners acquire, process, and retain information. Visual Learners Information is optimally acquired and processed for this type of learners when conveyed in graphic or diagrammatic form. Such students retain content when it is presented as diagrams, charts, etcetera with much more ease. Some of them also lean towards pictures and videos at times. These learners tend to better at processing robust information rather than bits and pieces. This makes them holistic learners. Hence, they derive more value from summarized visual aids as opposed to segments. Auditory Learners On the other hand, these students learn more by processing information that has been delivered verbally. Such students are also more attentive to their instructors in class. Sometimes, they will do so at the expense of taking notes which can sometimes be mistaken for subpar engagement. Such learners will also thrive in group discussions where they get to talk through schoolwork with their peers. This not only reinforces their understanding but also presents an excellent opportunity to learn from others. Similarly, they can obtain significant value from reading out what they have written. Reading/Writing Learners These students lean more towards written information. For as long as they read through the content, they stand a better chance at retaining it. Such students prefer text-heavy learning. Thus, written assignments, handouts in class, or even taking notes are their most effective learning modes. Kinesthetic Learners Essentially, these students learn by doing. These are the students that rely on hands-on participation in class. For as long as they are physically proactive in the learning process, such learners stand a better chance at retaining and retrieving the knowledge acquired. This also earns them the popular term, tactile learners, since they tend to engage most of their sense in the learning process. As you would expect, such leaners have the most difficulties in conventional learning institutions. However, they tend to thrive in practical-oriented set-ups, such as workshops and laboratories. These four modalities will provide sufficient background knowledge on learning styles for you to formulate your own assessment. Ask yourself first, no less, what type of a learner are you?

A key component of this system is kaizen, a Japanese word meaning “change for better,” which has been applied to many areas, including business, to facilitate continual improvement. By applying the kaizen approach, Toyota realizes greater resource efficiency, and in the case of Toyota Saudi Arabia, Toyota saved $3.33 million by not having to invest in new facilities nor to increase the number of installers needed to meet the increase in demand. Kaizen is modeled after the scientific method, a proven process consisting of systematic observation, measurement, and experimentation, and the formulation, testing, and modification of hypotheses. Kaizen and the foundations of the scientific method can also be specifically applied to marketing to encourage continuous improvement in the organization to reach our business marketing goals. Similarly, the Data-First Marketing Campaign Framework involves not only the execution of marketing tactics but also the continuous improvement of those tactics as measured against our business marketing strategy and business goals.

This military model is extremely adaptable to any group. It has one simple requirement: before formulating a strategy or taking action, understand the structure of your group. You can always change it and redesign it to fit your purposes.

When it comes to Public Relations, formulating and implementing digital communications and social media strategies are key for the benefit of branding and marketing.

They start coordinating strategies to accomplish their goal, Sharing the information they've been able to glean and formulating plans. Attacking you becomes a participatory Game in which people try to one up each other in terms I have who can get to you the most. That first night, I was struck by how many of the threats or disgusting remarks sent my way we are made so publicly, lowercase while tagging other people. The ones that were especially vicious were rewarded (in social media terms) with likes, shares, and people joining in on the abuse.

Tertullian—the Spirit makes the basic prophetic utterance, obviously through the human medium, who then takes on different characters or acting-roles, and as such he steps into the role of the Father as the speaker, sometimes the role of the Christ, and at other times the Spirit speaks as the Spirit’s own self—indeed, the person addressed by the speaker also shifts. In short, for Tertullian, there are traces of divine conversation in the Old Testament. On what basis were such role assignments made and justified by early Christian interpreters such as Tertullian?—and what are the theological implications of such assignments? And vitally, when did the church begin using this reading strategy in conceptualizing God? Here I want to introduce the reader more thoroughly to a vehicle that I shall argue was irreducibly essential to the birth of the Trinity—a theodramatic reading strategy best termed “prosopological exegesis.” Previous Scholarship Related to Prosopological Exegesis In 1961 Carl Andresen’s landmark study, “Zur Entstehung und Geschichte des trinitarischen Personbegriffes” (“Toward the Origin and History of Trinitarian Conceptions of the Person”), foregrounded the degree to which early Christian exegesis contributed to the rise of Trinitarian dogma, bringing this critical dimension to the attention of patristic and systematic theologians.41 Andresen showed that Tertullian’s scriptural exegesis was definitive for his formulation of persons (Latin: personae) of the Trinity, and argued that this reading strategy—which Andresen termed prosopographische Schriftexegese (“prosopographic exegesis”)

These deals were part of a strategy that Koch had been formulating for over a year. Koch saw something in Eagle Ford. It was something that others also saw, but that Koch was the first to exploit. While production was flat until early 2010, the number of drilling rigs had more than tripled in just over a year, from thirty to 104. This number was a leading indicator. The wells would start pumping, and new oil would start to flow. Koch Industries was poised for the change. The wells being drilled into southern Texas were the face of an energy revolution that would redefine global oil markets and the American economy. They were part of a once-in-a-generation transformation that crept up quietly and then changed everything. In one short decade—from 2005 to 2015—America went from being the largest importer of refined petroleum products to the largest exporter of refined petroleum products. A country that was once the poster child for peak oil discovered that it was home to oil and natural gas deposits that were likely larger than those found in Saudi Arabia. The entire story about fossil fuels was reversed before many people even realized what was happening. These changes were every bit as cataclysmic for oil markets as the OPEC embargo had been in the 1970s. But this time, the changes accrued to America’s benefit. The cost of oil plummeted, OPEC was defanged, and America became essentially self-sufficient as an oil consumer.

Surprisingly, this divergence continues despite the deep influence of Agile and Lean thinking on general—that is, non-IT—management. The disciplines continue to evolve separately even though corporate strategy is increasingly about both agility and IT strategy. The two worlds do not converge, even though IT leadership books advise CIOs to pull themselves closer to strategy formulation and claim a “seat at the table.” But while the other C-level executives around the table are discussing the need for agility, senior IT leaders, eager to gain or retain a seat at the strategy table, are pursuing the path of demonstrating the value of IT ... by locking in old-school practices that encourage rigidity.

Our entire lives were mapped out in Excel spreadsheets where they calculated various probabilities and formulated a strategy for each one of us. My oldest sister was to become a doctor, as eldest siblings should; my middle sister was to become a lawyer; and I, an engineer.

Determine Motivating Factors Other than Price In addition to determining motivation and trying to get as much information as possible from the seller, you’ll also want to use this discussion to determine if there are motivating factors other than price, or other requirements the seller has. For example, you might ask: Investor: “Assuming we can agree to a price, is there anything else you want or need out of this deal?” This gives seller the opportunity to give you more information about her situation—information that could be used to help formulate an offer and then later be able to better negotiate that offer. For example, the seller might respond in a half-joking manner with: Seller: “Price is the most important thing… But, if you know anyone who can haul all of our furniture to Nebraska for us, that would help too!

Every time a patient receives a medication in the hospital, there’s a 20%–25% probability that it involves at least one clinical error—the drug may be given at the wrong time or at the wrong injection rate, or maybe it’s the wrong formulation.

Ironically, the actual “key to much in the Negro world” may have been the very opposite of Glazier’s formulation - the Negro may have been taking too much responsibility for the Negro’s problems, and therefore not doing enough to force the “white world” to end the discriminatory sources of the problems. Elite Blacks, raised on the strategy of uplift suasion and its racist conviction that every Negro represented the race - and therefore that the behavior of every single Black person was partially (or totally) responsible for racist ideas - had long policed each other. They had also policed the masses and the media portrayals of Blacks in their efforts to ensure that every single Black person presented himself or herself admirably before White Americans. They operated on the assumption that every single action before White America either confirmed or defied stereotypes, either helped or harmed the Negro race.

Much confusion exists between what is strategy and what is tactics. Although the distinction is rarely of practical significance, here’s one that might be useful. As you formulate in words what you plan to do, the most abstract and general summary of those actions meaningful to you is your strategy. What you’ll do to implement the strategy is your tactics. Frequently, a strategy at one managerial level is the tactical concern of the next higher level.

The development of a responsible and effective strategic plan for a nonviolent struggle depends upon the careful formulation and selection of the grand strategy, strategies, tactics, and methods.

Yet this unlearning is precisely what needs to be done if we are to make the shift from a belief-based Buddhism (version 1.0) to a praxis-based Buddhism (version 2.0). We have to train ourselves to the point where on hearing or reading a text from the canon our initial response is no longer “Is that true?” but “Does this work?” At the same time, we also need to undertake a critical analysis of the texts themselves in order to uncover, as best we can at this distance in time, the core terms and narrative strategies that inform a particular passage or discourse. If we subtract the words “noble truth” from the phrase “four noble truths,” we are simply left with “four.” And the most economic formulation of the Four, to be found throughout Buddhist traditions, is this: Suffering (dukkha) Arising (samudaya) Ceasing (nirodha) Path (magga) Once deprived of the epithet “noble truth” and no longer phrased in propositional language, we arrive at the four keystones on which both Buddhism 1.0 and Buddhism 2.0 are erected. Just as there are four nucleobases (cytosine, guanine, adenine, and thymine) that make up DNA, the nucleic acid that contains the genetic instructions for all living organisms, one might say that suffering, arising, ceasing, and path are the four nucleobases that make up the dharma, the body of instructive ideas, values, and practices that give rise to all forms of Buddhism. ( 9 ) Craving is repetitive, it wallows in attachment and greed, obsessively indulging in this and that: the craving of sensory desire, craving for being, craving for non-being. —THE FIRST DISCOURSE Following Carol S. Anderson (1999), I translate samudaya as “arising” rather than the more familiar “origiṇ” I also

Think of the job as the overall object or aim and needs as the success criteria along the way. As with job statements, formulating a need statement in a standard way is critical. Lance Bettencourt and Anthony Ulwick have developed a consistent way to notate needs in what they call desired outcome statements. There are four elements: Direction of change + unit of measure + object + clarifier •

people depend on constant communication with others to keep their minds organized. We all need to think to keep things straight, but we mostly think by talking. We need to talk about the past, so we can distinguish the trivial, overblown concerns that otherwise plague our thoughts from the experiences that are truly important. We need to talk about the nature of the present and our plans for the future, so we know where we are, where we are going, and why we are going there. We must submit the strategies and tactics we formulate to the judgments of others, to ensure their efficiency and resilience. We need to listen to ourselves as we talk, as well, so that we may organize our otherwise inchoate bodily reactions, motivations, and emotions into something articulate and organized, and dispense with those concerns that are exaggerated and irrational. We need to talk—both to remember and to forget.

The accelerated pace of technological innovation in modern times, however, was by no means the sole result of the new awareness of invention. At least as important was the fact that, at some point during the Industrial Revolution, progress became sustained. A transition took place from a situation in which inventions were for the most part not only exceptional but accidental and unexpected, to one in which technological change—and the anticipation of technological change—became the normal state of affairs. Applied to the military sphere, this meant that war itself became an exercise in managing the future, and the most successful commanders were not those most experienced in the ways of the past but, on the contrary, those who realized that the past would not be repeated. In addition to becoming sustained, technological progress also became deliberate and therefore, up to a point, predictable. No longer regarding new devices as the gift of the gods or, increasingly, even as the near-miraculous brain-child of individual inventors, society began developing technology in directions which for one reason or another appealed to it. Often vast human and economic resources were expended to obtain some desired result, and the time was to come when it seemed that a goal only had to be formulated in order to be achieved.

The strategies and plans that managers formulate for confronting disruptive technological change, therefore, should be plans for learning and discovery rather than plans for execution. This is an important point to understand, because managers who believe they know a market’s future will plan and invest very differently from those who recognize the uncertainties of a developing market.

strategy became more about formulation than implementation, and more about getting the analysis right at the outset than living with a strategy over time.

Observe, understand, and then formulate a plan seamlessly. The more you train the clearer this will become. Once the clash begins you must constantly observe and rethink your strategy.

If natural selection rewarded organisms exclusively for sheer reproductive power, sexual reproduction might never have evolved. Asexual organisms reproduce on average twice as quickly as their sexual counterparts, in part because without a male/female distinction, every organism is capable of producing offspring directly. But evolution is not just a game of sheer quantity. Overpopulation, after all, poses its own dangers, and a community of organisms with identical DNA makes a prime target for parasites or predators. For these reasons, natural selection also rewards innovation, life’s tendency to discover new ecological niches, new sources of energy. This is what Stuart Kauffman recognized when he first formulated the idea of the adjacent possible: that there is something like an essential drive in the biosphere to diversify into new ways of making a living. Scrambling together two distinct sets of DNA with each generation made for a far more complicated reproductive strategy, but it paid immense dividends in the rate of innovation. What we gave up in speed and simplicity, we made up for in creativity.

The concept is so simple: increase the maximum amount that a customer would ever be willing to pay for your product. The resulting opportunities, however, are extraordinary. As you begin to use the value stick and WTP to formulate your company’s strategy, keep these considerations in mind.

THERE IS A TOUCH of comedy in the tyrant’s rise to power, catastrophe though it is. The people he has pushed aside and trampled on are for the most part themselves compromised, cynical, or corrupt. Even if their fates are ghastly, it is satisfying to see them get their comeuppance, and as we watch the schemer bluster and connive and betray his way to the top, we are invited to take a kind of moral vacation. But once Richard reaches his lifelong goal—at the end of the third act of Shakespeare’s play—the laughter quickly begins to curdle. Much of the pleasure of his winning derived from its wild improbability. Now the prospect of endless winning proves to be a grotesque delusion. Though he has seemed a miracle of dark efficiency, Richard is quite unprepared to unite and run a whole country. The tyrant’s triumph is based on lies and fraudulent promises braided around the violent elimination of rivals. The cunning strategy that brings him to the throne hardly constitutes a vision for the realm; nor has he assembled counselors who can help him formulate one. He can count—for the moment, at least—on the acquiescence of such suggestible officials as the London mayor and frightened clerks like the scribe. But the new ruler possesses neither administrative ability nor diplomatic skill, and no one in his entourage can supply what he manifestly lacks. His own mother despises him. His wife, Anne, fears and hates him. Cynical operators like Catesby and Ratcliffe are hardly suited to be statesmen. Though higher in social station, they differ little from the hoodlums Richard hires to do his bidding. Lord Stanley cuts a more plausible figure as a prudent adviser—and the play depicts him reluctantly conveying the king’s wishes—but, as his early nightmare suggests, he has long been afraid of “the boar” and can hardly be expected to serve as a linchpin of the upstart regime. Secretly he is already in contact with the regime’s mortal enemies.

Define their industry similarly and focus on being the best within it Look at their industries through the lens of generally accepted strategic groups (such as luxury automobiles, economy cars, and family vehicles), and strive to stand out in the strategic group they play in Focus on the same buyer group, be it the purchaser (as in the office equipment industry), the user (as in the clothing industry), or the influencer (as in the pharmaceutical industry) Define the scope of the products and services offered by their industry similarly Accept their industry’s functional or emotional orientation Focus on the same point in time—and often on current competitive threats—in formulating strategy

In many companies, operations and strategy exist on different planes. Planning presentations take place in July, while operational budgets are formulated six months later, at year’s end.

It is imperative to formulate alternate plans.