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Medium 9781576753538

Chapter 7: Appreciative Intelligence at Work

Thatchenkery, Tojo Berrett-Koehler Publishers ePub

None of us is as smart as all of us.
Japanese proverb

Talk to any member of a FIRST team the day before the goals and rules of a new robotics competition are announced and the corresponding box of robot parts and game pieces arrive, and you’ll catch a contagious feeling of intense anticipation and excitement. Like the starting gun at a track event, receiving the rules and the kit of parts signals the beginning of a thrilling six-week race against time, resources, and budget constraints. Every day counts as teams of high school students and their mentors design and build a complicated robot that fits specified criteria and accomplishes feats like scooping up a ball, stacking objects, climbing steps, or hanging from a chin-up bar. What happens, however, if one team’s parts kit doesn’t arrive at the start of the game?

That was a challenge that students of Westtown School’s FIRST Team 1391 faced during the competition of 2004. Because of snowstorms and icy road conditions in southeastern Pennsylvania shortly after the competition kick-off, a shipment of metal extrusions—parts to build the robot’s frame—didn’t arrive when expected. A competing team learned of the predicament and loaned the Westtown team enough material to get started. Days later, when the delayed package finally arrived, the students replaced their competitor-turned-ally’s parts with their own.

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Medium 9781605098753

What Is Vision, Anyway?

Blanchard, Ken Berrett-Koehler Publishers ePub

Wednesday, I arrived precisely at 6:30 A.M. There was Jim at the back table. He immediately began talking as though yesterdays conversation had just occurred.

I knew I was onto something by the tremendous response I got from my first voice mail message. Let me tell you a bit about the history of our company so youll understand what I was looking for.

My father was an amazing man. He started this agency from nothing—sheer guts, loans, and a belief in people. Everyone adored Dad—the employees, our customers—especially the widows. He had a tremendous effect on people and made them feel important. There was a real family feeling and joy in the agency. It sparkled.

It sounds like your dad was a very special person, I said.

He certainly was, said Jim. When my father was president, there was a tremendous amount of energy, excitement, and passion. Everyone knew they were making a difference, building a company that provided a real service to the community.

And now? I asked.

Its not the same. I was proud to work my way up through the ranks. I took the helm a little over ten years ago when Dad was getting ready to retire. We had grown quite a bit, and I think he was frustrated that he didnt know everybody anymore, including the customers. Unfortunately, I didnt get much of his guidance during the transition, as he died shortly after I took over.

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Medium 9781780641430

P

Edited by Cater, C.I., Garrod, B., and Low, T. CABI PDF

P

  Pacific Asia Travel Association (PATA)

A regional tourism association working to promote tourism in the Asia Pacific. PATA was initially established as the Pacific Area Travel Association at its inaugural conference held 10–15 January 1952 in Waikiki, Hawaii, but became the Pacific Asia Travel

Association from 1986. It draws its membership base from the public and private sectors across the Pacific Asia region. In the 1970s, the PATA Development Authority promoted the need for heritage conservation, education and training and environmental enhancement: the early days of a sustainable tourism approach. In the 1980s, the newly formed PATA Foundation focused on sensitive cultural, heritage and environmental project funding. The 1991 annual conference in Bali called for the promotion of ecologically responsible travel and tourism leading to the PATA ‘Code for Environmentally Responsible Tourism’. Also in the 1990s, PATA established a Sustainable

Tourism Committee within its board committee structure. In 2005, PATA’s Mission

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Medium 9781780644608

16: Natural Environments and Their Connection to Mountain Tourism: Overview, Contextual Development and Areas of Focus

Richins, H. CABI PDF

16 

Natural Environments and

Their Connection to Mountain Tourism:

Overview, Contextual Development and

Areas of Focus

Sydney Johnsen1* and Harold Richins2

Peak Planning Associates, Kamloops, British Columbia, Canada;

2

Thompson Rivers University, Kamloops, British Columbia, Canada

1

Introduction

This chapter, as an introduction to Part IV, examines mountain tourism and its connection and integration to natural environments. Relevant literature is explored here, and a summary of each chapter within this section is included at the end.

Visitors are drawn to visit and explore the natural setting in mountain environments. For some it is the physical aspect – being active, getting healthy – that motivates them to undertake leisure activities in the peaks and valleys of the mountain environment. For others it has more of an indescribable or spiritual meaning, or a sense of place where one finds wonder, enchantment or calming peacefulness. Authors

Reid and Palechuck explore these benefits in

Chapter 21, referencing research conducted by

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Medium 9781442267886

Upstairs-Downstairs Active Learning and Compelling Interpretation

Rowman & Littlefield Publishers ePub

Janet Sinclair

Consultant; Curator, Stansted Park, Hampshire, P09 6DX, England; email: mandalay.sinclair@virgin.net

Abstract The context for this paper is Stansted Park, an historic Edwardian house in southern England, given by the 10th Ear of Bessborough (d. 1993) to Stansted Park Foundation which now owns, conserves and administers the house, its moveable property and furnishings, and forested estate. The house has been open to the public since the 1980s but is no longer lived in by the family. This article describes differing yet complementary methods of interpretation, with specific examples of activities undertaken to fully involved and engage visitors of all ages and abilities through real life stories, while protecting the collections. Firstly, it discusses where, why and how collection items, their owners and their stories are presented. Secondly, how this engenders and enables an informal self-directed learning relationship between visitors and objects. Finally, more formal learning structures around school-age visitor activities are described, and outcome is documented by visitor feedback. The author is a member of the Attingham Society1 and Curator at Stansted Park, where she was House Manager 2008–12. During this period Stansted Park won two Quality Badges for Learning Outside the Classroom (LOtC) and was highly commended as best Small Attraction in South East England. Each award recognized high levels of active learning, accessibility and sustainable interpretation, balanced by the conservation issues.2

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Medium 9780874257168

21. Ethical Salesmanship - A Stick in Time Saves Nine

Marlene Caroselli HRD Press, Inc. PDF

21. Ethical Salesmanship

A Stick in Time Saves Nine

Approximately 20 minutes (more or less, depending on size of class)

OVERVIEW

Using any one of nine common phrases about sticks, participants will select one and relate it to the ethical position taken by their corporate leaders.

PURPOSE

To develop insight concerning the ethical climate by regarding it from a fresh perspective.

GROUP SIZE

Any size group.

ROOM ARRANGEMENT

If possible, table groups for four participants.

MATERIALS

Overhead projector

Transparency 21.1, “Nine ‘Stick’ Phrases”

METHOD

1. Introduce this activity with the proviso that what is said in the room remains in the room. Advise the group that you’d like them to protect the innocent—and perhaps the guilty—by working on an exercise that asks them to project the ethical positions of organizational leaders. However, you’d like them not to identify any one person by name.

2.

Explain that one of the best ways to garner original insights is to juxtapose two unrelated things. To that end, you’d like them to think in terms of “sticks” and to relate a “stick” phrase to the company’s sales philosophy, predicated on the declaration of its leaders.

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Medium 9781442267862

From Books to Bezoars: Sir Hans Sloane and his Collections Edited by Alison Walker, Arthur MacGregor, and Michael Hunter

AltaMira Press ePub

Edited by Alison Walker, Arthur MacGregor and Michael Hunter. London: The British Library, 2012. 310 pages. ISBN 978-0712358804

Reviewed by Emma Hughes, Department of History, University of Victoria, P.O. Box 3045, STN CSC, Victoria, Canada, V8W 3P4; email: hughese@uvic.ca

This collection of essays is the result of a 2010 conference which saw the Wellcome Library and the Sloane Printed Books Project celebrating the bicentennial of the great English collector, Sir Hans Sloane (1660–1753). The nineteen contributions, accompanied by extensive illustrations, survey a variety of disciplines revolving around the conference’s theme of digital technologies and how they can aid in new understandings of Sloane’s collections. Admittedly, there is always a problem when compiling a volume of essays on Sloane, as his life was so varied. This problem does arise within the papers as in one instance we will be reading about Sloane’s childhood days (Purcell), followed shortly by a quarrel between two naturalists where the eminent collector merely appears as a peripheral figure (James). Yet, as noted in the volume’s title, a strong balance of papers focuses on the literary aspects of Sloane’s collection and the titular ‘bezoar’ makes an appearance in many of the papers. This can be seen to not only represent the curiosity which drove Sloane’s collecting, but also as a representation of human connections fostered throughout his career.

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Medium 9781786390677

7 Technology, Customer Satisfaction and Service Excellence

Koc, E. CABI PDF

7

Technology, Customer

Satisfaction and Service

Excellence

Minwoo Lee and Melissa A. Baker

Learning Objectives

After reading this chapter, you should be able to:

●● Understand and explain the role played by technology in tourism and hospitality.

●● Explain hotel technology adoption.

●● Explain how technology enables both employees and customers to enhance satisfaction in service encounters.

●● Explain customer relationships in terms of brand image, online reviews, information search and (dis)satisfaction in social media and technology.

●● Understand how tourism and hospitality businesses can manage service recovery in social media.

●● Understand the influence of technology on service personnel.

●● Understand the newly emerging issues in technology.

7.1 Introduction

The proliferation and spread of a variety of rapidly advancing technologies is dramatically altering the essence of service encounters and affecting all aspects of service provision and consumption. Hospitality service experiences occur between the firm and the target customer segments (external marketing), the firm and frontline employees (internal marketing) and the frontline employees and target market segments (interactional marketing) (Baker and Magnini, 2016). While traditional service encounters have been facilitated by interpersonal contact based on the dyadic relationship between employees and customers, the changing landscape of service encounters is based on the dynamic relationship between employees, customers and technology (Parasuraman, 1996; Bitner et al., 2000), as shown in Fig. 7.1.

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Medium 9780874255881

Chapter 8: Strategies for Small-GroupLearning

Stephen J. Gill HRD Press PDF
Strategies for Small-Group Learning

Learning at the small-group level can be enhanced if specific strategies are used. (A selection of these strategies follows.) To have maximum effect, each of these strategies must be tailored to the needs of a particular group; the group members should work together to agree on goals and performance outcomes for each activity. Ask yourself: “What should the group get out of this experience, and how should this learning be applied on the job?” Orienting group members to the same goal is critical to achieving organizational learning.

Shared Vision A shared vision is the backdrop for learning and change. When employees know where they are trying to get to, they can identify what they need to learn in order to get there. To create a shared vision, you must achieve consensus on the direction of the group and on the desired results; everyone on the team must have the same goals for the future, and be guided by the same underlying principles. Managing by shared vision is much more productive than managing by coercion. See All Chapters
Medium 9781576751503

Chapter 10: Learning Traps

Nutt, Paul Berrett-Koehler Publishers PDF

Learning Traps

C

D

H A P T E R

10

ecisions produce outcomes with consequences. Learning requires an assessment of these consequences and the actions taken to realize them. Fire departments learn by reviewing how major fires were handled, examining how firefighters and equipment were dispatched and used on the scene and looking for practices that should be modified.

Everyone involved is assembled to determine how the fire could have been fought differently to reduce property losses, injuries, and any loss of life.

Surgeons, cardiologists, and other diagnosticians gather regularly to review cases, examining the progress of heart surgery patients, comparing notes about predicted prognoses, procedures used, and outcomes, questioning methods, and sharing experiences. Such reviews are mandatory for inservice training in all U.S. hospitals. The partners of consulting firms debrief consultants upon their return from an engagement, asking probing questions to learn what was done, what worked, and to offer advice. The partners look for ways to use the knowledge gained to serve new clients, to do the same thing at the same price for less cost, and to isolate best practices.

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Medium 9781599964805

139—Painless Time Log

TRC Interactive HRD Press, Inc. PDF

 

 

Session

Builders

139 – Painless Time Log

 

Purpose/Objectives: Helping managers make more efficient use of their time has become one of the mainstays of management training. This exercise is a simple, effective, and interesting way to demonstrate personal time management.

Participants are given the “painless time log” and asked to record their work activities each day on a log sheet

(in 10-minute increments). Participants record their activities for three typical workdays and tally their times on the forms provided. Using their own judgment, participants determine the reasonable time for each activity and compare it against the actual time spent.

The “painless time log” is very demonstrative, thoughtprovoking, and sometimes amusing. It is an excellent tool for time management sessions.

Type: Application

Time Required: 10 minutes to give instructions; discussion optional

Group Size: Unlimited

Use this Session Builder as: • An action plan for individual use on the job as part of a single session or series training program on time management.

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Medium 9781576750797

CHAPTER ELEVEN: STRATEGIES FOR HANDLING COMPLAINTS

Barlow, Janelle Berrett-Koehler Publishers ePub

This chapter suggests ten strategies for working with the emotional dynamics of complaints so effective handling can strengthen connections with customers.

Complaint handlers are best advised to phrase their initial responses to complaining customers with emotional words.

In their book, A Complaint Is a Gift, Barlow and Møller recommend that complaint handlers shift their paradigm about complaints and see them as “gifts,” rather than as nuisances, attacks, or whatever other negative views are held about complaints. When people are given gifts, they typically say “Thank you,” whether they like the gift or not. Barlow and Møller, in their eight-step “Gift Formula” (see Appendix E), advise service providers to first thank customers for their feedback and then offer an apology. In other words, complaint handlers can be more effective if they phrase their initial responses to complaining customers with emotional words. The complaint 180handler should then, and only then, proceed to gather whatever information is necessary to solve the customers’ issues.

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Medium 9780874251838

Activity 13 Counseling Goals

Roy, Bailey HRD Press, Inc. PDF

13

Counseling Goals

In counseling, we need to be clear about what we are trying to achieve. Knowing what our objectives are makes it possible to state the goals of counseling, which will provide us with a clear framework of values within which we can conduct counseling.

MATERIALS

TIME

45 to 60 minutes

GROUP SIZE

Suitable for small groups of 6 to 16 people training in counseling skills or personal development

METHOD

1. Explore with the participants what it is that counseling seeks to achieve. The following issues can be raised:

Pens

Handout 13.1 for each participant

Before we think about how to accomplish something, we must first clarify what is to be accomplished.

It is important to establish counseling goals.

What do we mean by counseling goals? Suggest the following definition: “A goal is a future event that an individual, group, or organization wants to have occur.”

Counseling goals have three elements:

They are focused clearly on the future.

They are descriptions of events.

They imply a “valuing” position.

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Medium 9781576755570

Chapter 22 VALUES Define and Align

Kaye, Beverly Berrett-Koehler Publishers ePub

I don’t think my manager really understood what I value most. I felt like I had to leave my real self at home.

—A.J.

The risk of losing employees because of conflicts over values is far greater than the risk of losing them because of compensation. Values define what we consider to be important. They are the standards by which we measure our bottom-line needs. The more your employees’ work incorporates their values, the more they will find that work meaningful, purposeful, and important. And, of course, it follows that the more this is the case, the longer they will stay.

How do your employees’ values align with the organizational values? Do you know? Organizations have vision statements, mission statements, and values statements, but they rarely have a process that helps employees determine the link between those statements and their own values.

Values are the emotional salary of work, and some folks are drawing no wages at all.

—Howard Figler215

Did you know that you and your employees spend more time working than doing almost anything else, including sleeping? They want to spend that time doing something they truly value.

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Medium 9781576754405

3. The VUCA World: Both Danger and Opportunity

Johansen, Bob Berrett-Koehler Publishers ePub

45

The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew and act anew.
—Abraham Lincoln, 1862 Annual Message to Congress

This chapter explores nasty challenges and intriguing opportunities of the VUCA world. The dangers are characterized by volatility, uncertainty, complexity, and ambiguity. But these same dangers create leadership opportunities that I describe in terms of vision, understanding, clarity, and agility.1

Many people, including some leaders, are already beyond their own personal capability to cope. The pain can be intense. While nobody can predict the future, you can prepare. You can’t escape all pain, but you can prepare your mind to engage with painful dilemmas. With a prepared mind, the chances of success are much higher, and the pain is more manageable, at least partly because you are expecting it. As Louis Pasteur said, “Chance favors the prepared mind.”

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