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Little Known Facts


Little Known Facts The only 15 letter word that can be spelled without repeating a letter is: uncopyrightable 111,111,111x111,111,111=12,345,678,987,654,321 – PowerPoint PPT presentation

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Title: Little Known Facts

Little Known Facts
  • The only 15 letter word that can be spelled
    without repeating a letter is uncopyrightable
  • 111,111,111x111,111,11112,345,678,987,654,321
  • Cats urine glows under blacklight.
  • It takes 3,000 cows to supply the NFL with enough
    leather for a years supply of footballs.
  • On average, 100 people choke to death on
    ballpoint pens every year.

Densa IQ Test
  • Do they have a fourth of July in England?
  • How many birth days does the average man have?
  • Some months have 31 days how many have 28?
  • In baseball, how many outs are there in an
  • Can a California man legally marry his widow's
  • Divide 30 by 1/2 and add 10. What is the answer?
  • If there are 3 apples and you take away 2, how
    many do you have?
  • A doctor gives you three pills telling you to
    take one every half hour. How many minutes would
    the pills last?
  • A farmer has 17 sheep standing in a field and all
    but 9 drop down and die. How many sheep are left
  •  How many members of each animal did Moses take
    on the ark?
  •  A clerk in the butcher shop is 5' 10'' tall.
    What does he weigh?
  •  How many two cent stamps are there in a dozen?

New Science
  • Chaos
  • Complexity
  • Self-organizing systems
  • Self-producing systems

Commentary The potential of chaos theory and
complexity theory for health services management
  • "trust the workings of chaos" rather than
    interfere through the elaboration of rules and
    other controls. Wheatley
  • theories to promote better understanding of
    health care organizations
  • new ideas are often prematurely translated into
    normative prescriptions for health care managers
  • chaos theory and complexity theory provide new
    explanations for known but poorly understood
  • is an individual health care organization a
    complex adaptive system?

Margarete Arndt Barbara Bigelow
General Systems Theory
  • Open Systems
  • Cybernetics
  • The New Science

Open systems
  • The 2d Law of Thermodynamics When a machine is
    running down, a systems energy dissipates over
  • Systems engage in an open interchange with the
    environment, in which inputs and outputs can be
    largely explained in terms of feedback loops.
  • Interdependent systems are reliant on, yet are
    also constrained by, feedback from other systems.

New Science
  • a move away from the Newtonian model that is
    characterized by materialism, reductionism, and a
    focus on things rather than on relationships.
  • examines relationships beyond the superficial
    and apparent order of the universe to reveal a
    hidden dimension, one that contains an underlying
    order and structure that is observable when
    reduced to its parts.

  • A method for the scientific treatment of the
    system in which complexity is outstanding and too
    important to be ignored.
  • Cybernetics is the science of control, and
    communication, in the animal and the machine.
  • Second order cybernetics... Invoked a focus not
    only on the properties of the systems and the
    interaction of the environment and the system but
    also on how observers are made part of any
    description by their act of observation.

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  • A perspective that focuses on the value of
    nonhuman life.
  • It recognizes the interdependence of all
    ecological communities, thus moving it away for
    anthropocentric values, or human-based values,
    and toward ecocentric, or earth-centered values.
  • places living systems on a level-playing
  • humans are no longer the center of the
  • awareness of being part ofthe web of life
    ensures our care for all living things.

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  • embraces the nonhuman
  • As a posthumanist perspective cyborgology
    disintegrates the artificial distinctions between
    organc and machine processes, between humans and

  • A value-centered, posthumanist perspective on
    self-organizing systems seems to be consonant
    with our need to create knowledge, while allowing
    us of maintain some the mystery and
    unpredictability of life.

Whole Brain Thinking
  • The source of creativity is the human brain.
  • Applied creativity is the whole brain.
  • Synergy is the key to the creative process
  • In the right climate, composite groups of
    heterogeneous people are more creative than
    homogeneous groups
  • Creativity is not so much the acquisition of
    skills, tool, processes and techniques, but
    rather the breaking down of walls within and
    between people.

4 Exercises that break down walls.
  • Drawing or sculpting exercises
  • Draw a flower or your hand.
  • Visualization exercises.
  • Dream home.
  • Metaphors of nature.
  • Storm clouds of opportunity
  • Models of problems.
  • Draw picture or doodle of your problem.

Nine Barriers to Creative Thinking
  • Failure to ask questions.
  • Failure to record ideas.
  • Failure to revisit ideas.
  • Failure to express ideas.
  • Failure to think in new ways.
  • Failure to wish for more.
  • Failure to try being creative.
  • Failure to keep trying.
  • Failure to tolerate creative behavior.

Barriers to thinking more creatively USA Today
New York Mar 1999 Anonymous
Failure to ask questions.
  • Taking things for granted can kill creativity,
    while asking impulsive questions can generate
    insights. Try looking at the world through more
    inquisitive eyes.

Failure to record ideas.
  • You never know which ideas will help you
    tomorrow, so keep them all in a notebook. on
    scraps of paper in a folder, on voice mail
    messages to yourself-whatever method works.
    Doubling the number of ideas you save enriches
    the raw materials needed for thinking.

Failure to revisit ideas.
  • Review your notes from past projects. Become more
    aware of old assumptions that become "comfort
    zones," making it hard to see creative

Failure to express ideas.
  • Articulate your thoughts to others (or to
    yourself when alone). Expressing stray thoughts
    is a good way to consider them carefully.

Failure to think in new ways.
  • Get out of the box by doing something new.
    Instead of making a list of pros and cons, for
    instance, draw pictures or diagrams of the
    problem you are working on, then generate fresh
    perspectives by analyzing those images.

Failure to wish for more.
  • Creativity thrives on optimistic speculation. New
    inventions arise from the wish to improve the
    status quo. Learn the value of wishful thinking.

Failure to try being creative.
  • Avoid the trap of thinking you aren't a creative
    person. Failing to try is the quickest way to
    derail your creativity.

Failure to keep trying.
  • "Breakthrough" concepts usually come only after
    you generate hundreds of ideas. It is a big
    mistake to become discouraged and abandon
    productive lines of thought prematurely because
    they appear fruitless.

Failure to tolerate creative behavior.
  • Most supervisors communicate a "Stop thinking and
    get back to work" message to workers, argues
    Hiam. The way to unlock the creative potential of
    staff is to encourage imagination, not censor it.

Seven principles and practices for executives to
safeguard their creative freedom are
  • 1. Just say no Neglect what is urgent but not
  • 2. Have a burning yes for a task that is "not
  • 3. Merge the preparation aspects of "not urgent"
    tasks with "urgent" tasks.
  • 4. Earn the confidence of your boss in your
    creative competence.
  • 5. Balance creative courage with consideration
    for others.
  • 6. Be able to operate in both a highly
    independent mode and a highly interdependent
  • 7. Get out of the box, put on different hats, and
    engage in lateral thinking.

Creative freedom Executive Excellence Provo
Feb 1997 Covey, Stephen R
Why Intelligent People Fail (Too Often)
  • 1. Lack of motivation
  • 2. Lack of impulse control
  • 3. Lack of perseverance and perseveration
  • 4. Using the wrong abilities
  • 5. Inability to translate thought into action
  • 6. Lack of product orientation
  • 7. Inability to complete tasks and follow
  • 8. Failure to initiate
  • 9. Fear of failure

  • 10. Procrastination
  • 11. Misattribution of blame
  • 12. Excessive self-pity
  • 13. Excessive dependency
  • 14. Wallowing in personal difficulties
  • 15. Distractibility and lack of concentration
  • 16. Spreading oneself too thin or too thick
  • 17. Inability to delay gratification
  • 18. Inability or unwillingness to see the forest
    for the trees
  • 19. Lack of balance between critical, analytical
    thinking and creative synthetic thinking
  • 20. Too little or too much self-confidence.

Health Technology
Scottsdale Fashion Square Next to Nieman Marcus
HAS 3260 Session Fifteen
  • Change Leadership
  • Dr. Burton

The future
  • Change or die!

Profile of a Leader in Trouble
  • Passes the buck
  • Lacks imagination
  • Has personal problems
  • Feels secure and satisfied
  • Is not organized
  • Flies into rages
  • Will not take a risk
  • Is insecure and defensive
  • Has no team spirit
  • Fights change
  • Has a poor understanding of people

John Maxwell
  • There is nothing more difficult to take in hand,
    more perilous to conduct and more uncertain on
    its success, than to take the lead in the
    introduction of a new order of things.
  • Nicolo Machiavelli

Learning Organizations
  • Sets aside old ways of thinking
  • Becomes self-aware and open to others
  • Learns how the whole organization works
  • Understands and agrees to action plans
  • Works together to accomplish the plans

Source Peter Senge
Strategic Leadership
  • The ability to
  • Anticipate
  • Envision
  • Maintain flexibility
  • Think strategically
  • Work with others to initiate changes

  • The process of take a new idea and putting it
    into practice.

Wheel of innovation
Source Gary Hamel
Innovation roles
  • Idea generators
  • Information gatekeepers
  • Product champions
  • Project managers
  • Innovation leaders

Models of Change Leadership
  • Top Down Change
  • Theory E Change
  • Bottom Up Change
  • Theory O Change

Change strategies
Managerial Behavior
Change Strategy
Power Bases
Likely Results
Temporary compliance
Force-coercion Using position power to create
change by decree and formal authority
Legitimacy Rewards Punishments
Direct forcing and unilateral action Political
maneuvering and indirect action
Rational Persuasion Creating change
through rational persuasion and Empirical
Informational efforts using credible
knowledge demonstrated facts, and logical argument
Shared Power Developing support for change
through personal values and commitments
Participative efforts to share power and involve
others in planning and implementing change
Longer term internalization
The New Millennium Workplace Seven Changes that
will Challenge Managers -- and Workers by Robert
Barnes The Futurist March - April 1996
7 Changes
  • The Virtual Corporation
  • Just-in-time Work Force
  • The Ascendancy of Knowledge Workers
  • Computerized Coaching and Electronic Monitoring
  • The Growth of Worker Diversity
  • The Aging Work Force
  • The Birth of Dynamic Work Force

Source Robert Barnes
The virtual organization
  • Distributed Workforce
  • Linked through electronic technology
  • Computer networks
  • Telecommuting

Source Robert Barnes
Just-in-Time Work Force
  • Temporary workers.
  • Outsourcing support functions.
  • Issues
  • Motivation
  • Orientation and Training

Source Robert Barnes
The Ascendancy of Knowledge Workers
  • Fast growing segments
  • Medical technologists
  • Paralegals
  • Computer Installers
  • Avoiding technical obsolescence
  • Increasingly mobile workforce
  • Potential conflict between broad-based
    professionals and lower-paid technicians

Source Robert Barnes
Computerized Coaching and Electronic Monitoring
  • Loss of the personal touch?
  • Privacy issues

Source Robert Barnes
Growth of Worker Diversity
  • More women and minorities entering the workforce
  • Multicultural environment
  • International markets

Source Robert Barnes
Aging workforce
  • Median Age 45 years
  • By 2005 15 will over 55 years
  • Changing assumptions and stereotypes
  • Need for communication, teamwork skills for
    younger managers directing older, more
    experienced workers.

Source Robert Barnes
Birth of the Dynamic Work Force
  • Continuous improvement
  • Changing customer requirements
  • Changing competitor actions
  • Flexibility
  • More project focused work.

Source Robert Barnes
Six survival skills for the Protean Manager
  • Rapid Response
  • Sharp Focus
  • Stress Busting
  • Strategic Empowerment
  • Staff Juggling
  • Team Building

Source Robert Barnes
  • What will you change or do differently as a
    leader when the challenge comes?