How Your Beliefs Create Your Reality part 2 Understanding that the mind is only creative can help us grasp the power of beliefs. George Orwell once said that “myths which are believed in tend to become true.” This is especially true on an individual basis. By now, most of us realize that our perception of reality is heavily influenced by our beliefs, but the full extent of this influence is often underestimated. Editors note: This is the second in a five part series of articles aboutHow Your Beliefs Create Your Reality. In part one of this series we talked about how our beliefs provide a structured process through which we evaluate everything in our lives. Part 2: Your Internal Map of Reality From the moment you entered this life, your subconscious mind has been busy collecting and processing information. Because these beliefs are based on your evaluation, and emotional conclusions of your personal experiences, they are accepted by your subconscious as being absolutely true. To the mind, your map is reality! Here’s the catch.
Force Field Analysis - Decision-Making Skills from MindTools Analyzing the Pressures For and Against Change How to use Force Field Analysis, with James Manktelow & Amy Carlson. Force Field Analysis is a useful decision-making technique. It helps you make a decision by analyzing the forces for and against a change, and it helps you communicate the reasoning behind your decision. You can use it for two purposes: to decide whether to go ahead with the change; and to increase your chances of success, by strengthening the forces supporting change and weakening those against it. About the Tool Force Field Analysis was created by Kurt Lewin in the 1940s. You use the tool by listing all of the factors (forces) for and against your decision or change. You can then look at strengthening the forces that support the change and managing the forces against the change, so that it's more successful. How to Use the Tool To carry out a Force Field Analysis, use a blank sheet of paper or whiteboard, or download our worksheet. What business benefit will the change deliver?
Knowledge & Skills | Connective Management Managers spend quite a bit of their time communicating. Much of their day is spent having conversations with their own team members, co-workers, peer managers, upper management, customers, vendors and friends. When much of their success comes from their ability to communicate effectively, it makes sense that they utilize a multitude of communication tactics. One of the strategic devices that a manager can employ is the pause. That’s right! It’s interesting how powerful a pause can be. It’s easy to practice your pause. Speechwriters use the pause often to emphasize an important point. A pause will also give you some time to think about what you are doing. Pausing can also be a critical component of active listening. A pause can be used to show interest, and when you add a nod with a pause, it shows you are understanding what is being explained and gives the approval for the other person to continue talking. “Active” pauses are when you are using the pause to get a response.
The McKinsey 7S Framework - Strategy Skills Training from MindTools Ensuring That All Parts of Your Organization Work in Harmony Learn how to use the 7-S Framework, with James Manktelow & Amy Carlson. How do you go about analyzing how well your organization is positioned to achieve its intended objective? This is a question that has been asked for many years, and there are many different answers. While some models of organizational effectiveness go in and out of fashion, one that has persisted is the McKinsey 7-S framework. The 7-S model can be used in a wide variety of situations where an alignment perspective is useful, for example, to help you: Improve the performance of a company.Examine the likely effects of future changes within a company.Align departments and processes during a merger or acquisition.Determine how best to implement a proposed strategy. The McKinsey 7-S model can be applied to elements of a team or a project as well. The Seven Elements Let's look at each of the elements specifically: How to Use the Model Sounds simple? Strategy: Structure:
Change Your Life "Why do so many people Fail to Realize Their Full Potential?" Why Has Positive Thinking Failed to Deliver on Its Promises? " Why Does Goal Setting Only Work for Some?" the answer is simple, up until now they have only ever delivered on part of the formula, the easy part. There are two elements required for your success : The “Mindskills for Success” and the “Mindset of Success.” The Self Help manual “The Master Key will Change Your Mind and Change Your Life” is about developing your ‘Mindset of Success’ and is based on tried and tested techniques that are certain to work, if you let them. No matter how much money, time or effort you invest in your success programme it will fail if you do not also develop the ‘Mindskills for Success’ to accompany your positive ‘Mindset’. To be frank - That is what the Mindset Gurus want so they can sell you on their next great book. Success is not just about Positive Thinking, Goal Setting or even the next big seminar event, no matter how good they are.
Stakeholder Engagement: Opportunities, Types and Vehicles | Change Leader's NetworkChange Leader's Network Linda Ackerman Anderson Dean Anderson Creating an effective stakeholder engagement strategy is an extremely important aspect of your overall change strategy. The more engagement you have, the more commitment and positive contribution you will have, and, as engagement goes up, resistance goes down. However, stakeholder engagement is not easy. It takes time and resources to coordinate involvement, and takes people away from their normal operational jobs. Engage in What? The first question to answer is, “In what change tasks do you want your stakeholders to engage?” You should begin thinking about engagement the moment you conceive your need to change. Early stakeholder engagement will cause your initial phases of change to be more complex, but you will have to deal with far fewer people problems during implementation if you engage people early. Who to Engage? Engage in What Ways? The diagram below breaks down the four classifications of engagement into eight different types of engagement.
Do First Things First | This Emotional Life I'm constantly on the hunt for insights about happiness, or ideas about how to be happier -- which probably makes me a somewhat tiresome companion at times. In any event, I was talking to a friend of mine about her views on happiness, and she said, "I try to remember to do first things first." "What does that mean?" I asked, mystified. "It means, don't skip the obvious first steps in your haste to get to the next thing. "I still don't know what that means, exactly," I answered. "Well, I tell myself, 'First things first,' to make sure that I eat before a job interview. First things first! It means doing at least three hours of writing each day -- not researching, not reading, not answering email, but actual original writing. It means putting away my devices during family time. Efficiency experts often talk about the "urgent" and the "important." How about you?
7 Tools to Assess and Accelerate Organizational Culture Change | Change Management | Change Management Consultant | Plan | Training | Business Change Management | Implementing Change What is Organizational Culture? “Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate the members of the organization.”- Richard Perrin Organizational culture can be described as the shared norms; unspoken rules, underlying assumptions; behaviours and expectations that govern the way people approach their work and interact with each other. Such norms and expectations shape how the organizational members believe they are expected to behave in order to fit in, get things done, and navigate through organizational politics. Organizational cultures are complex as they made up of multiple layers that have developed over time by influential characters. We have all had the feeling of arriving in a new organization and questioning some of the actions, but these actions have become so ingrained as “the way things are done around here” that they have become habit and people have stopped questioning the way they do things. Tools to assess Organizational Culture
Mindskills Therapy and Competence Coaching ~ It works to Reduce Stress and Anxiety ~ It works to Improve Health and Vitality ~ It works to Increase Skills and Performance ~ It works to Overcome Bad Habits and Addictions ~ It works to Change your Life in the Direction You Choose ~ It works to Influence Behaviour ~ It works to Create Great Leaders ~ It works to Provide the Ultimate Advantage It’s Fast - It’s Effective - It’s Unique If your life feels like you're trapped in a prison of limitations, or you're just not living up to your full potential, chances are you have a conflict between your conscious desires and your unconscious beliefs. The Mindskills Approach is an advanced form of behavioural change and is the only integrated coaching style that focuses on developing You at a Core Level. Here's something to ponder over: If you take nothing else away from this page that's fine, but consider this. Continued survival in our rapidly changing world will require new skills, new techniques, new learning and new ways of thinking.
Change Management infoKit - Overview and Introduction Change is endemic in the education sector. The pressures for change come from all sides: globalisation, changes to the funding and regulatory regime, doing more with less, improving the quality of student learning and the learning experience, and the pace of change is ever increasing. Living with change and managing change is an essential skill for all. Change is also difficult. There are many different types of change and different approaches to managing change. It is a topic subject to more than its fair share of management fads, quick fixes and guaranteed win approaches. The following diagram describes the general route through the materials in the Kit: This infoKit was originally developed in 2006 out of a HEFCE Good Management Practice Project led by the University of Luton (now the University of Bedfordshire) entitled ‘Effecting Change in Higher Education’. The ‘Effecting Change’ team summarise their findings by the following observations:
変化 とは 世界大百科事典内の変化の言及 【時間】より …世界におけるすべての変化および無変化において保持されている何ものかを時間と呼ぶ。一面から言えば，時間はまた人間と外の世界との接点に現れるものでもある。… 【化物】より …妖怪変化（へんげ）などの怪異なものや，その出現によって引き起こされる怪異現象。江馬務は，〈妖怪は得体の知れないふしぎなもの，変化はあるものが外観的にその正体をかえたもの〉としているが，両者を明確に分けることはできない。 ※「変化」について言及している用語解説の一部を掲載しています。 出典：株式会社日立ソリューションズ・ビジネス All Rights Reserved. Applying Past Knowledge To New Situations Applying Past Knowledge to New Situations is about being good at transfering knowledge from one context to another. Being able to apply your learning only in a small range of contexts is limiting. One of the hallmarks of a successful person is that they are able to cross between fields and apply strategies, techniques and knowlege that "belong' to one field and apply it to others. This often leads to new insights and new ways of doing things. The skill involved in Applying Past Knowledge to New Situations is being able to move beyond the surface of a problem and see beyond that may be distracting to the deeper nature of a problem. Watch the video below from the movie "A Beautiful Mind" and note how Nash applies understanding from one area, economics, to picking up girls in a bar and in the process makes an great insight into economic theory. Habits of Mind's blog