For decades, leaders and managers have been trained to think and act on upon the assumption that employees and customers are rational beings. Motivational, organisational and structural approaches have been developed on the premise that people know what is good for them and that they behave accordingly. Therefore rewards, bonuses, job promotions as well as punishments have been designed to make sure people understand and achieve goals. However, there is strong scientific evidence that this approach is not just irrelevant but dangerous because it does not accept humans as they are: emotional, irrational and primarily focused on their survival. Management styles need to change and modern leaders have to reconsider their approach. This webinar provides both the evidence for the need to change and directions on how this should happen. Prepare for the holistic brain leader!
45 items found
The on-demand video will be delayed due to technical difficulties with the recording. Neuroplasticity is the function that the brain has to create new pathways and synapses, allowing us to transform our life, learning new things and navigate through change. Otherwise said, we can reprogram our brain to change our behaviors, our life to overcome our brain basic ‘survival’ function that causes us to resist change. Join us to learn how to reprogram your brain and set yourself up for success!
Utilizing the concepts of lean new product development (NPD) to improve virtual team communications can lead to increased innovation throughput and quality. This webcast will provide an overview of a virtual team model (VTM) with five key elements: 1. Initiation and structure 2. Communication practices 3. Meetings and protocols 4. Knowledge management 5. Leadership Additionally, a case study of how Littelfuse Inc. is has utilized these elements into their lean NPD practices with their globally dispersed product development teams.
Our ability to cross this divide will define how successful the project will be. Will we deliver solutions as specified by users or will we solve business problems as expressed by stakeholders?
As an Agile practitioner do you want to know if your investments in Agile have been worth or not? Do you have visibility how customer perceive the value that your agile teams are delivering? Do you know the realized & unrealized value of your product? If you are also wondering / been asked such questions by your management, then you might get some guidance from this talk.
La gestión de proyectos de la cadena de suministros (SCM) es una disciplina muy compleja que incluye una serie de procesos y servicios, específicos y concretos, que juega un papel central, con la finalidad de proporcionar soluciones viables para que cada proyecto relacionada a un mejor desempeño de la cadena de suministros en el que se halle involucrada se lleve a cabo con la máxima eficiencia y procurando la mayor optimización de recursos posible. No obstante, según el estudio “Enhacing Project Management” desarrollado por APICS en 2015 a más de 12,500 profesionales en SCM, solo un 9% de los participantes respondió que sus proyectos llegaron, al menos en un 90%, a cumplir con los objetivos de tiempo, costo y alcance Adicionalmente, un 62% indicó un nivel de stress significativo en su rol en proyectos de la SCM, siendo la fase de ejecución la más desafiante de gestionar con los involucrados. No obstante, en la actualidad no existe un estándar especializado y mundialmente aceptado por los profesionales vinculados a la gestión de iniciativas de la SCM, que brinde lineamientos claves sobre qué entregables, procesos, herramientas, técnicas e interesados pueden considerarse para dirigir un proyecto de SCM de principio a fin, garantizando un nivel de servicio adecuado y un uso mínimo de recursos físicos, tecnológicos y humanos. Por lo tanto, es de vital importancia transmitir a los directores de proyectos vinculados a la SCM la necesidad de aprender buenas prácticas en gestión de proyectos relacionados a la producción, abastecimiento, distribución, planificación y soporte de la cadena de suministros, que garantice el éxito rotundo en la consecución de sus objetivos alineados a los beneficios esperados por la organización ejecutora del proyecto.
Many organizations prefer not to share the details or the frequency of their failed innovation initiatives. Only after sifting through disparate research we are able to piece together a sense of how frequently failure is the outcome and what we should really expect from an innovation success rate. When we realize that failure is a much more common outcome we also recognize that planning for only success can become an organization’s Achilles’ heel. In this scenario failure has dire consequences to both the individual and the organization. By addressing these facts upfront we can learn to better deal with the underlying risks and fear that surround innovation failure. This session will review the data behind innovation failure, examine how risk / fear impact the individual, and discuss a few tools and techniques that organizations and individuals can use to address these challenges.
In this webinar let's have a closer look of what intercultural communication is and how we can improve our daily performance in teams, increasing our understanding of inclusion and diversity and self-awareness, the difference between intercultural and intercultural communication.
How do project teams overcome differences to adopt a design plan that strikes a balance between short-term affordability and long-term adaptability? Hear how a formal framework for design flexibility on the front end encourages greater communication among project team members, helps avoid risks and reduce costs, and improves efficiency. While the uncertainties of the future will always be present, capital project teams can manage potential change more effectively by adopting these principals and designing for evolvability.
Project learning is a vital prerequisite for innovation as it directly contributes to project and organizational capability development. As more organizations become project-based, there is an emergent need to understand how these organizations can overcome challenges of disruptive learning cycles caused by project temporality and employee mobility. Project learning occurs on the individual, team, and organizational level. Individual learning happens through intuiting and interpreting, learning by doing, experiencing using metaphors and cognitive maps. Team learning occurs through the integration of individual learnings, which result in shared understanding and mutual adjustment of mental models. Organizational learning manifests itself in the development of practices, policies, guidelines, and routines for the collective benefit. However, how organizations facilitate the transfer of learning between the individual, project, and organizational levels remains limited. This webinar will present key findings from the PMI sponsored research investigating mechanisms influencing learning flows between individuals, project and the parent organization. The research was guided by the overarching question: “How does project learning occur over time as an interaction across individual, project, and organizational levels?” The webinar will focus on presenting 3 notable contributions from the research that informed project management literature and practice. This research: 1. identified 10 bridging mechanisms for multilevel learning that project-based organizations can utilize to encourage learning from and to projects 2. established that 3 key actors: senior leaders, project managers and project management office play crucial role in activating project learning flows, and engaging individuals, teams and organization to participate in learning efforts. 3. developed a new leadership scale to measure leaders behavior focused on promoting project learning.