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Medium 9781567264012

CHAPTER 11: Establishing Proposal Evaluation Subfactors

Solloway, Charles D. Berrett-Koehler Publishers ePub

FAR Part 15 requires that proposals be evaluated solely on the basis of the evaluation factors and significant subfactors that have been tailored for the specific acquisition and identified in the solicitation. It neither defines subfactors nor requires their use.

Government acquisition personnel normally use subfactors when they want to break out an evaluation factor into separate components to help offerors to better understand the factor, to make sure that important components of the evaluation factor are addressed in proposal preparation and proposal evaluation, and/or to establish the relative importance of the various components of the evaluation factor.

As an example, we can break out some of the components of the Management Plan factor mentioned in Chapter 9 into four subfactors. In an abbreviated fashion, such a breakdown might look something like this:

Management Plan

• Earned value management

• Key personnel

• Employee compensation plan

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Medium 9781583762059

16. Unlock Your Inborn Creativity

Tracy, Brian Berrett-Koehler Publishers ePub

54

Imagination is more important
than facts.

—ALBERT EINSTEIN

HERE IS SOME more good news. You are a potential genius. You are smarter than you have ever imagined. You have more raw brainpower and creative ability than you have ever used up to now.

Your brain has 10 billion cells, each of which is connected to as many as 20,000 other cells by a complex network of neurons and dendrites. This means that the possible combinations and permutations of cells in your brain are greater than the number of molecules in the known universe. Your ability to develop ideas to help you succeed is unlimited. This means that your ability to succeed is unlimited as well.

55

Your creativity is stimulated by three factors: first, intensely desired goals; second, pressing problems; and third, focused questions. The more you focus your mind on achieving your goals, solving your problems, or answering the tough questions about your business and personal life, the smarter you become and the better your mind works for you in the future.

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Medium 9781576754252

Principle 6 Master the Art of Subgrouping

Weisbord, Marvin R. Berrett-Koehler Publishers ePub

Why can’t we all just get along?

–RODNEY KING, commenting on riots that followed his beating by police on the night of March 3, 1991

Not long after World War II, a German refugee psychologist named Solomon Asch did a series of legendary group experiments. Asch imagined that an individual in a group faced with an obvious choice will choose correctly no matter what the others do. How wrong he was! He presented student volunteers with a line drawn on a card. They were asked to select an identical line from another card with three lines, two of them of different lengths. All but the “subject” were briefed in advance to give wrong answers. The subject disagreed repeatedly, becoming more agitated and uncertain. Within a dozen trials, most subjects went along with the group. Only one in four held out against group pressure although the correct line was obvious.

Years later we had the good fortune to visit with Asch and discuss his experiments. “I wanted to set up conditions under which every person could be independent of group pressure,” he told us. He was surprised at how few held out against a group that clearly had it wrong. He thought the evidence of their senses would keep people steadfast.

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Medium 9781442276147

Showcasing Collections from a Community Museum

Collections; Juilee Decker Rowman & Littlefield Publishers ePub

Showcasing Collections from a Community Museum

Jennifer Morris

Archivist, Smithsonian Anacostia Community Museum, morrisj@si.edu

Abstract Crowdsourcing cultural heritage materials presents opportunities and challenges for archives and museums. Successful engagement with collections through crowdsourcing initiatives requires mindful planning and careful selection of materials. This article presents the Anacostia Community Museum’s experience with the Smithsonian TC and details the museum’s efforts to gather and highlight additional data pertaining to its collection. After providing a brief history of the museum, the article describes the processes undertaken by the collections and curatorial staff for selecting projects, which were informed by exhibitions, reference services, and the museum’s mission. Next, the workflow and challenges faced by the museum are discussed before turning to recommendations for improvement.

In recent years, museums, archives, historic societies, and other repositories of cultural heritage began using their digitized collections to engage with the general public, special interest groups, and their core constituencies by means of crowdsourcing. Regardless of the methods employed by organizations—such as transcription, tagging, indexing, or identifying content—crowdsourcing initiatives present “a powerful platform for audience interaction with museums, offering truly deep and valuable engagement with cultural heritage” (Ridge 2013, 446). These projects offer opportunities for cultural heritage institutions to tackle backlogs, provide access to minimally processed collections, and increase discoverability of unique and rare resources (Zastrow 2014, 21). Some challenges for repositories considering crowdsourcing include implementing and maintaining a functional technological infrastructure, management of digital volunteers, and assuring the quality of the data being generated (Zastrow 2014, 23). Additionally, repositories may have a mismatch between the human capital, on the part of staff, to sustain a crowdsourcing initiative and how to meet institutional goals. The Anacostia Community Museum (ACM) considered these issues before deciding to become a participating unit in the Smithsonian Transcription Center (TC).

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Medium 9781599960531

49 Verbal and Nonverbal Language

Laurel, Alexander HRD Press, Inc. PDF

49

Verbal and

Nonverbal

Language

INTRODUCTION

Actions speak louder than words—in other words, the language communicated by our bodies is often in conflict with what we actually say. We give away nonverbal signals through our gestures, facial expression, eyes, body movements, and verbal language. Verbal language, in this context, doesn’t so much mean what you say as how you say it and the key phrases you use, such as “You must . . .” as opposed to “I would appreciate it if you could . . .” Which one would you respond to?

Do you give away clues about your feelings via verbal and nonverbal language despite your attempts to control them? These clues may include:

Fiddling—conveying nervousness

Tapping—indicating impatience or anger

Changes in voice pitch and tone—signaling timidness

A clenched jaw—indicating tension or aggression

An automatic or false smile—saying, “Please don’t be angry”

Get to know your own personal space and be sensitive to that of others.

Ideally stand or sit directly in front of the other person.

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Medium 9781626566163

Action: Run to Great Purpose

Jennings, Ken; Stahl-Wert, John Berrett-Koehler Publishers ePub

Dad and I lay low yesterday. Our trip to Greenwood pretty much wiped him out, though he’s adamant about the fact that it was not his last hurrah. To prove it, he set up another appointment for lunch today. “It’ll be a very important visit, Son,” he told me.

We spent part of our day yesterday in the basement together, working on some final track hookup. Dad mostly watched, though he did touch up a few buildings with paint. We turned the whole system on and ran our trains. For a little while, time stood still—Dad and his boy just played with trains. I’ll cherish this memory.

We also talked.

“What’s up with Anna?” he asked at one point, a small twinkle in his eyes.

“Nothing,” I replied a little defensively. “I don’t think anything’s up. She’s nice, though,” I decided to allow.

“Indeed. Like I said to you before. You need new eyes, my boy. ‘Nothing,’ you say!”

I just looked at him, unable to suppress a small smile. Okay, maybe not nothing.

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Medium 9780874254983

Individual Conflict Styles:A Zoological Approach

Jonamay Lambert HRD Press, Inc. PDF

Individual Conflict Styles:

A Zoological Approach

30 minutes

PURPOSE:

To help participants recognize that there are distinct differences in conflict resolution styles, and that being flexible and respecting others might help in resolving conflict.

EQUIPMENT: None

MATERIALS:

Posters prepared ahead of time showing either pictures or names of the four animals in this activity, and a one-sentence description of an appropriate style that each animal might represent (see Trainer’s Notes).

PROCEDURE:

1. Place the posters in various areas of the room.

2. Ask participants to walk around the room and stand beside the poster that best represents the way they deal with conflict.

3. Ask participants to share what they believe is good about dealing with conflict in that particular way, when it is most appropriate, and what they think they can accomplish using that style.

4. Ask participants to discuss any problems a particular style might cause, when it might be least appropriate to use, and what can be lost by using it.

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Medium 9781786391858

5 Public Aquariums in the 21st Century – What’s Next, Before It’s Too Late?

Carr, N.; Broom, D.M. CABI PDF

5

Public Aquariums in the 21st

Century – What’s Next, Before

It’s Too Late?

Christopher Andrews*

California Academy of Sciences, San Francisco, and Merlin

Animal Welfare and Development, Tennessee

*  Corresponding author: chris.andrews@merlinentertainments.biz

© CAB International 2018. Tourism and Animal Welfare (N. Carr and D.M. Broom)

75

C. Andrews

The United Nations Strategic Plan for Biodiversity 2011–2020 is a key initiative . . . to halt and eventually reverse the loss of biodiversity. The very first target of this plan states that ‘by

2020, at the latest, people are aware of the values of biodiversity and the steps they can take to  conserve and use it sustainably.’ Zoos and aquariums worldwide, attracting more than

700 million visits every year, could potentially make a positive contribution to this target.

Moss et al. (2015, p. 537)

Public Aquariums: Their First 150 Years

The Age of Enlightenment emerged from the centuries-long Age of Exploration and developed into the Industrial Revolution, and Charles Darwin’s Origin of Species was published in 1859.

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Medium 9781609943035

Walking toward Wisdom

Blanchard, Ken; Miller, Mark Berrett-Koehler Publishers ePub

Debbie and Blake had agreed to meet in the coffee shop but Blake asked if they could meet later than usual. Debbie had no problem with that.

This time, Debbie arrived first. Blake came rushing in, still five minutes early, but feeling as if he were late.

Before he even said hello, Blake said, “Sorry, I’m late.” He was almost out of breath.

“Good evening, Blake,” Debbie said. “You’re not late.”

“I knew it was going to be close. I had a meeting this evening.”

“That’s a little unusual,” Debbie said. “Why’d you guys meet so late?”

“Oh, it wasn’t a meeting at work. I decided to look for a way to apply a few of your GROW concepts outside work.”

“Good for you! What’d you come up with?” Debbie asked with a smile.

“As you know,” he began, “I’ve been fairly busy. But I didn’t want to use that as an excuse. Instead, I started reviewing my notes, looking for a way to multitask.”

“You were looking for a way to multitask regarding your leadership development?”

“Yes, I wanted to Reach Out to Others in a way that fits with who I am and what I’m passionate about. Do you remember when we talked about my strengths and passions?”

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Medium 9780874254532

VI. Levels of Living Systems

Stephen G. Haines HRD Press PDF

The Manager’s Pocket Guide to Systems Thinking & Learning

TOOL

24 “GLUE” AND

THE CASCADE

OF PLANNING

Application of

• Seven Levels of Living Systems

• Standard Systems Dynamics

— 10. Interrelated Parts

Develop your strategic plan, operations plans, and project plans using the A-B-C-D systems phases and the different levels of living systems, including regular and annual strategic reviews and updates.

The Cascade of Planning

This planning method links all the levels of your organization, from corporate to business units to departments to teams to individuals (see Figure 20, on next page). Your core strategies (shorter-term desired results) and core values

(guides to behavior) play a crucial role in the cascade of planning: they are your “glue” and organizing principles— what gives cohesive structure to your planning. Your basic steps here are thus the following:

1. Use your core strategies and core values as your glue and organizing principles.

2. Use the cascade of planning levels to link all organization levels to these strategies and values.

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Medium 9781523096145

Chapter 10 WBS Examples and Descriptions

Haugan, Gregory T. Berrett-Koehler Publishers ePub

This chapter includes examples of different types of work breakdown structures (WBSs) that are analyzed to illustrate how the principles presented in this book apply universally. They complement the examples covered in earlier chapters and include a brief analysis of key features.

The examples include the following projects:

1. Implementation of Enterprise Resource Planning—Version 1

2. Implementation of Enterprise Resource Planning—Version 2

3. Book-Writing Project

4. Dinner Party Project

5. Museum Project—Project Definition Phase

6. WBS for a Planning Phase

7. WBS for a Major Department of Energy Program

8. Information Technology Program

9. NASA Standard Base Maintenance Service Contract

10. Sewage Treatment Plant

11. The Rural Meat Company, Enterprise Resource Planning (ERP) Implementation—Class Project

12. Roaming to Win Project at National Wireless, Inc.—Class Project

Excluded from this list are WBSs for large DoD projects that fit one of the eight templates included in MIL-HDBK-881A. Figure 8-1 in Chapter 8,however, presents a typical WBS of this category.

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Medium 9781576754788

4. CELEBRATE DIFFERENCES, OR WATCH THEM BREED DISTRUST

Emmens, Matthew Berrett-Koehler Publishers ePub

It hadn’t always been this way. For a time, Zenobia had stood among the mighty—productive, efficient, effective—an exemplar. Its widgets were unlike any other widgets. Its people boasted sterling résumés. T-shirts and baseball caps and office mugs and coolers were all emblazoned with the single word Zenobia, a word synonymous with prestige and power.

But power had become a drug. Rather than continuing to lead the market forward, Zenobia had come to believe that it was, itself, the market. Rather than asking the question, Is our business self-sustaining? Zenobians had begun to obsess over their personal legacies. Artificial rituals for inclusion in the top management echelon had become the norm—there was the Ivy League Club, the All-Male Golfing Squad, the Twenty-Years-of-Service Elite. The smug and the myopic had replaced the pioneer. Distrust shadowed every conversation, delusions were endemic, and not only weren’t the right risks taken, the right risks weren’t ever identified.

Those who stayed spent excessive time defending their own turfs. Level Sevens would dismiss the work of Level Sixes, only to present that work as their own, a few days later, to panels of Level Eights. Level Nines had perfected the art of the curtailed conversation—of declaring themselves late for another appointment whenever a decision had to be made or an apology rendered or a simple question answered. Level Fours made certain that Level Threes didn’t get copied on memos that might have given them some insight. Level Twos circumvented Level Threes in open bids for big promotions. Level Fives refused to team with Level Fives for fear of being shown up, pressed, or challenged. Level Sixes hid behind the work of vendors.

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Medium 9781605099224

Twelve The Case for Singing and Poetry

McAfee, Barbara Berrett-Koehler Publishers ePub

 

 

God respects me when
I work; but God loves
me when I sing.

Rabindranath Tagore

I don’t sing because
I’m happy; I’m happy
because I sing.

William James

 

As you’ve discovered from many of the stories I’ve told so far, singing offers a natural next step for bringing the gifts of the Five Elements into everyday speech. The extreme sounds we open in the Five Elements Framework get narrower as they get channeled into song. Believe me, I’m not out to transform you into a pop star or opera diva. What I am interested in is helping you bring the breath, energy, and aliveness of singing into how you speak.

When you sing, you use the exact same physical structures as when you speak. Singing is just speaking in very slow motion. For all of the trepidation and panic people bring to the idea of singing, the physics work exactly the same. Singing uses significantly more air than speaking. Your voice encompasses a much broader range of sound. Even your facial expressions, movements, and emotional expressions are amplified and more alive. More areas of your brain are engaged than when you’re speaking. Songs can also function as mnemonic devices for accessing particular colors. For instance, belting a big Broadway tune can help you instantly recall the sensations of the fire voice. A blue-grass ditty takes you back to that twangy metal sound, and an Irish tune can instantly reawaken your air sound.

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Medium 9781609948290

2 Inside the Minds of Those You Are Changing

Rob Jolles Berrett-Koehler Publishers ePub

Those who manipulate obsess on persuasive tactics they can follow.

Those who influence obsess on understanding the decision process followed by those they are persuading.

For over twenty-five years I have polled audiences regarding the unique decisions they make, and through various economic crises, a couple of wars, and a handful of other historic moments, I’ve learned one important thing: People go through repeatable, predictable steps when they make changes, regardless of the specifics of the decision in question. Understanding how people make decisions is critical when learning how to change minds and influence another’s behavior. As with many great ideas, discovering this process was almost an accident.

I have learned many different sales tactics over the years. When I worked at New York Life, I learned the Live, Die, Quit story, the Hundred Man story, and a few other impressive scripts. When I worked at Xerox, I learned SPIN: Selling, Strategic Selling, and a few other impressive processes. We were tasked with training the salespeople at the Xerox authorized dealerships who were selling our products. It would have been easy simply to teach them the same process the Xerox sales force was using. One small problem: The selling process we used was licensed to be taught only to Xerox personnel. Dealerships may have been authorized to sell Xerox products, but they were not Xerox personnel.

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Medium 9781576757635

Chapter 11 Presencing

Scharmer, C. Otto Berrett-Koehler Publishers ePub

Seeing from the Source Two Root Questions of Creativity The Field Structure of Presencing Two Types of Knowledge and Knowing Moments of Truth, Beauty, and Goodness Principles of Presencing Field Notes

Presencing, the blending of sensing and presence, means to connect with the Source of the highest future possibility and to bring it into the now. When moving into the state of presencing, perception begins to happen from a future possibility that depends on us to come into reality. In that state we step into our real being, who we really are, our authentic self. Presencing is a movement where we approach our self from the emerging future.1

In many ways, presencing resembles sensing. Both involve shifting the place of perception from the interior to the exterior of ones (physical) organization. The key difference is that sensing shifts the place of perception to the current whole while presencing shifts the place of perception to the source of an emerging future whole—to a future possibility that is seeking to emerge.

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