# Little Known Facts - PowerPoint PPT Presentation

PPT – Little Known Facts PowerPoint presentation | free to download - id: 3b379b-ODVmM

The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
Title:

## Little Known Facts

Description:

### 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

Number of Views:51
Avg rating:3.0/5.0
Slides: 52
Provided by: facultyWe5
Category:
Tags:
Transcript and Presenter's Notes

Title: Little Known Facts

1
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.

2
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
inning?
• Can a California man legally marry his widow's
sister?
• 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
standing?
•  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?

3
New Science
• Chaos
• Complexity
• Self-organizing systems
• Self-producing systems

4
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
phenomena.
• is an individual health care organization a

Margarete Arndt Barbara Bigelow
5
General Systems Theory
• Open Systems
• Cybernetics
• The New Science

6
Open systems
• The 2d Law of Thermodynamics When a machine is
running down, a systems energy dissipates over
time.
• 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.

7
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.

8
Cybernetics
• 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.

9
(No Transcript)
10
Ecofeminism
• 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
field..
• humans are no longer the center of the
universe..
• awareness of being part ofthe web of life
ensures our care for all living things.

11
(No Transcript)
12
Cyborgology
• embraces the nonhuman
• As a posthumanist perspective cyborgology
disintegrates the artificial distinctions between
organc and machine processes, between humans and
machines.

13
???????
• 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.

14
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.

15
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.

16
Nine Barriers to Creative Thinking
• 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
17
• Taking things for granted can kill creativity,
while asking impulsive questions can generate
insights. Try looking at the world through more
inquisitive eyes.

18
Failure to record ideas.
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.

19
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
alternatives.

20
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.

21
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.

22
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.

23
Failure to try being creative.
• Avoid the trap of thinking you aren't a creative
person. Failing to try is the quickest way to

24
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.

25
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.

26
Seven principles and practices for executives to
safeguard their creative freedom are
• 1. Just say no Neglect what is urgent but not
important.
• 2. Have a burning yes for a task that is "not
urgent."
• 3. Merge the preparation aspects of "not urgent"
• 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
mode.
• 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
27
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
through
• 8. Failure to initiate
• 9. Fear of failure

28
Cont
• 10. Procrastination
• 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.

29
Health Technology
Scottsdale Fashion Square Next to Nieman Marcus
30
HAS 3260 Session Fifteen
• Dr. Burton

31
The future
• Change or die!

32
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
33
• 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

34
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
35
• The ability to
• Anticipate
• Envision
• Maintain flexibility
• Think strategically
• Work with others to initiate changes

36
Innovation
• The process of take a new idea and putting it
into practice.

37
Wheel of innovation
Imagining
Scaling
Designing
Assessing
Experimenting
Source Gary Hamel
38
Innovation roles
• Idea generators
• Information gatekeepers
• Product champions
• Project managers

39
• Top Down Change
• Theory E Change
• Bottom Up Change
• Theory O Change

40
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
Fast
Rational Persuasion Creating change
through rational persuasion and Empirical
argument
Expertise
Informational efforts using credible
knowledge demonstrated facts, and logical argument
Shared Power Developing support for change
through personal values and commitments
Reference
Participative efforts to share power and involve
others in planning and implementing change
Longer term internalization
Slow
41
The New Millennium Workplace Seven Changes that
will Challenge Managers -- and Workers by Robert
Barnes The Futurist March - April 1996
42
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
43
The virtual organization
• Distributed Workforce
• Computer networks
• Telecommuting

Source Robert Barnes
44
Just-in-Time Work Force
• Temporary workers.
• Outsourcing support functions.
• Issues
• Motivation
• Orientation and Training

Source Robert Barnes
45
The Ascendancy of Knowledge Workers
• Fast growing segments
• Medical technologists
• Paralegals
• Computer Installers
• Avoiding technical obsolescence
• Increasingly mobile workforce
professionals and lower-paid technicians

Source Robert Barnes
46
Computerized Coaching and Electronic Monitoring
• Loss of the personal touch?
• Privacy issues

Source Robert Barnes
47
Growth of Worker Diversity
• More women and minorities entering the workforce
• Multicultural environment
• International markets

Source Robert Barnes
48
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
49
Birth of the Dynamic Work Force
• Continuous improvement
• Changing customer requirements
• Changing competitor actions
• Flexibility
• More project focused work.

Source Robert Barnes
50
Six survival skills for the Protean Manager
• Rapid Response
• Sharp Focus
• Stress Busting
• Strategic Empowerment
• Staff Juggling
• Team Building

Source Robert Barnes
51
?????????????
• What will you change or do differently as a