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Shrinking margins, cost pressures and economic volatility have pushed manufacturing companies into re-evaluating their business strategies. Automation has become more of a necessity than a luxury to meet these challenges. Companies need to customize products but also keep costs low at the same time, resorting to mass production techniques. There is a close relationship between product engineering processes and automation solutions. Industrial automation solutions help in monitoring and controlling these processes. Improving quality, production efficiency and reducing overall costs are the other goals of industrial automation. Industries such as manufacturing, transportation and logistics need sophisticated systems to monitor their industrial processes in order to maintain high quality and productivity.
Contact us to outsource industrial automation solutions. | http://cdn.outsource2india.com/eso/mechanical/industrial-automation.asp |
With annual sales of $14.3 billion in fiscal year 2019, Parker Hannifin is the world's leading diversified manufacturer of motion and control technologies and systems, providing precision-engineered solutions for a wide variety of mobile, industrial and aerospace markets. The company has operations in 50 countries around the world. Parker has increased its annual dividends paid to shareholders for 63 consecutive fiscal years, among the top five longest-running dividend-increase records in the S&P 500 index.
To develop and evaluate new processes and improve current process capability, efficiency, and overall productivity in all areas of manufacturing in support of the Corporate Win Strategy.
-Develops innovative solutions to complex engineering and manufacturing production problems through identification and implementation of advanced manufacturing processes including conducting process analysis, applying knowledge of product design, fabrication, assembly, tooling, and materials, conferring with suppliers, and soliciting observations from the operators/production technicians. -Refines and enhances processes by applying continuous improvement and key Lean manufacturing/production principles and techniques to areas of production. Recommends product changes/improvements to product engineers. -Improves manufacturing efficiency by analyzing and planning workflow, space requirements and equipment layout. Coordinates input that may cross multiple teams or areas; makes recommendations, and implements changes. -Assures product and process quality by designing testing methods, testing finished product and process capabilities, and establishing standards to confirm and validate manufacturing process requirements. Determines root cause of failure using statistical methods (e.g., design of experiment, SPC) that may result in changes in design, tolerance, or processing methods. -Evaluates capital equipment investments and prepares cost justifications. Designs and prepares concept drawings of new equipment or modifications to existing equipment. -Manages the overall implementations of capital equipment projects. -Develops tooling and fixtures for new products and processes and works with tooling vendors to supply such designs. -Identifies and implements solutions for issues relating to safety, quality, productivity, and cost reductions. -Prepares documentation for new manufacturing processes and engineering procedures. -Prepares reports summarizing analyzed process information and trends. -Shares specialized knowledge with others. Represents Company on specific projects, leads and participates on project teams.
Qualifications: -Bachelor’s Degree in related Engineering or Technology field and 3 to 5 years of related experience required. -Good math skills and familiarity with personal computer and CAD software required. -Must possess strong mechanical aptitude, ability to use basic measuring tools, and hands-on capabilities to work on projects without supervision. -Working knowledge of Microsoft Office and Lotus Notes preferred. -Experience in Robotics / Automation is preferred. -Lean Manufacturing, Six Sigma, project management, FMEAs, and q
The essential functions have been provided as examples of the type of work performed by employees assigned to this job classification. The Company reserves the right to modify the work assignments and/or to make reasonable accommodations so that qualified employees can perform the essential functions. The job description is not intended to be an all-inclusive list of duties and responsibilities. It is intended to describe the general nature of the position. To apply: www.parker.com, Careers, View Jobs and Search for Livingston, TN 38570, follow steps to complete and submit application. | https://parkercareers.ttcportals.com/jobs/5890852-mfg-eng |
Moraine Valley additionally offers five supplemental certificate programs that includes, Additive Manufacturing Specialist, Architectural CAD, AutoCAD Specialist, Autodesk Inventor Specialist, and Mechanical Drafting Associate.
This program prepares students for a career in the production automation, robotics, and industrial networking. This program provides in-depth knowledge and practical experience in production automation, robotics, and the Industrial Internet of Things (IIoT). Students will be working with state-of-the-art equipment including industrial robotics systems and automation controllers. Students focus
their studies in five high-demand tracks: CAD Automation, Electrical Automation, IT Automation, Mechanical Automation, and Mechatronics.
About 1,100 openings for electro-mechanical and mechatronics technologists and technicians are projected each year, on average, over the decade.
Electro-mechanical technicians are generalists in technology, and their broad skill set will help sustain their employment, especially as their skills working with machines wired to computer control systems grow in importance in the manufacturing sector. These technicians may play a role in assisting with the automation of various production processes. For example, technicians may be needed to operate and maintain mechanical sensors that are increasingly used in the automation of manufacturing plants and warehouses.
Demand for electro-mechanical technicians is likely to grow as demand increases for engineers to design and build new equipment in various fields. Consequently, employers will likely seek out electro-mechanical technicians with knowledge of photonics to help implement and maintain automated processes.
Source: U.S. Department of Labor’s Bureau of Labor Statistics
This program is designed to provide a thorough examination of the technologies and processes involved in additive manufacturing, or 3D printing. Classes will examine the major technologies in the field, industrial applications, new and emerging processes, as well as exploring Design for Additive
Manufacturing concepts.
This program prepares the student for a career in the architecture and civil engineering fields as a CAD specialist. Two- and three-dimensional animated computer images are created, edited, and produced.
This program is designed to provide extensive breadth and depth of knowledge of AutoCAD design software. Students will complete courses utilizing two-dimensional and three-dimensional drawing and modeling. The courses are not discipline-specific, but instead focus on the software.
This program provides an in-depth, focused study of three-dimensional modeling of mechanical parts and assemblies concentrating on parametric, adaptive design techniques, and photo-realistic rendering.
This program prepares students for entry-level positions in mechanical drafting and computer-aided design (CAD). Development of drafting/CAD skills and practical applications are stressed.
Program Details
|Program Name||Type of Credential||Curriculum Code||Department or Division|
|AutoCAD Specialist||Certificate||1363||Computer Integrated Technologies|
|Autodesk Inventor Specialist||Certificate||1339||Computer Integrated Technologies|
|Automation and Engineering Technology||A.A.S.||1521||Computer Integrated Technologies|
|Mechanical Drafting Associate||Certificate||1220||Computer Integrated Technologies|
Questions?
Contact the program coordinator Chuck Bales. | https://www.morainevalley.edu/academics/academic-programs/computer-integrated-technologies/automation-and-engineering-technology/ |
Part time Masters Programs in Automation 2020
A masters is earned after students complete an undergraduate degree program. To obtain a masters, you usually need to complete 12 to 18 college courses that often involve completing comprehensive tests and/or a thesis.
Automation refers to the computerized control of different machine products. Each school's program varies, but classes may include machine dynamics, manufacturing analysis, heating system fundamentals, computer integrated manufacturing and computer-aided design. Instruction often takes place in both a classroom and laboratory setting.
Request Information Part time Masters Degrees in Automation 2020
44 Results in Automation Filter
Master in Information and Communications Engineering
University of Klagenfurt - Faculty of Technical Sciences
The Master’s degree program Information and Communications Engineering at the University of Klagenfurt builds on and develops skills acquired in the course of a Bachelor’s deg ...
MSc in Human-Technology Interaction
Eindhoven University of Technology
Technological development offers new possibilities to make people's daily lives more healthy, safe, understandable, independent, fun and comfortable.
MSc in Human-Robot Interaction
Tufts University - School of Engineering
As intelligent autonomous robots increasingly become part of our lives, the field of human-robot interaction seeks to understand and improve all aspects of interactions betwee ...
MSc in Maintenance Engineering
Luleå University of Technology
Effective operation and maintenance processes are very important for a sustainable future. This Master's program is designed to fulfill both industrial and academic demands so ...
MSc in Intelligent Automation
University of Skövde
This programme gives you the prerequisites for a leading role in the future smart factory where digitization and virtual tools affect the daily work of both supervisors and op ...
Master in Control and Robotics in Signal and Image Processing (CORO SIP)
Centrale Nantes
The Signal and Image Processing (SIP) program address the theory and the practice of advanced data analysis techniques, from computational statistics, applied mathematics, sci ...
MSc in Computer Science for Autonomous Systems
Eötvös Loránd University
The goal of this program is to prepare students for the design and development of software for intelligent systems including, e.g. autonomous cars. Students will get up-to-dat ...
MSc in Autonomous Systems
Hochschule Bonn-Rhein-Sieg
Autonomy, adaptability and network integration are characteristic features of complex IT systems. Conventional control systems and architectures are no longer adequate to real ...
Master of Science in Electromechanical Engineering (Control Engineering and Automation)
Ghent University - Faculty of Engineering and Architecture
Electromechanical engineering is a collection of engineering disciplines around the themes motion, force, and energy. The world of electromechanical engineering encompasses th ...
Advanced Master Unmanned Aircraft Systems Services and Management
ENAC
Enac, the first European Aviation School, innovates by creating this new UASSM master to allow its students to acquire all skills to future professionals in this promising bus ...
Master of Science in Autonomous Systems
Technical University of Denmark
Autonomous systems are entering our working, urban, and domestic environments. Imagine fleets of smart robots that collaborate in manufacturing facilities, advanced warehouse ...
Master in Automation and Computing in Industrial Technologies
VSB - Technical University of Ostrava
The Branch is focused to the exploitation of computers and automation of technological processes above all in the metallurgical industry by application of knowledge in the fie ...
MSc in Artificial Intelligence and Automation Engineering
University of Siena
The MSc in Artificial Intelligence and automation engineering aims at providing high-level competences for the design, management, development and innovation in the fields of ...
Master of Engineering (Industrial Automation)
Engineering Institute Of Technology
There is a global shortage of automation, instrumentation and control engineers due mainly to restructuring and rapid growth of new industries and technologies. Many industria ...
Master degree in Industrial Automation Engineering
University of Pavia
The master’s program provides high-level education to graduate students with a Bachelor in Electrical Engineering or scientific disciplines. | https://www.masterstudies.com/Masters-Degree/Automation/Part-time/amp/ |
Micron Technology’s vision is to transform how the world uses information to enrich life and our dedication to people, innovation, tenacity, partnership, and customer focus allows us to fulfill our mission to be a global leader in memory and storage solutions. This means conducting business with integrity, accountability, and collaboration while supporting our global community.
Job Description- MXA Operations Improvement Engineer
Job Listing Detail:
As an Operations Improvement (OI) Engineer in Back End, you are responsible for driving manufacturing efficiency projects to optimize cycle time and equipment utilization by enabling line management reports, dispatching and scheduling solutions and automation for manufacturing operations. In this role, you will work with internal and external teams to develop planning and scheduling models to improve production metrics for all Back End Manufacturing areas.
Responsibilities:
- Apply Industrial Engineering concepts to capacity analysis, line management, scheduling and production planning.
- Develop, maintain, and improve scheduling and business rules to continuously improve the Back End Manufacturing Efficiency.
- Initiate proactive and continuous improvement projects in areas across the Back End including manufacturing methods and processes, quality, software systems, layout, tool design and capability, cycle time, key tool metrics (availability, utilization, and performance efficiency), maintenance and routine tasks, and other manufacturing support operation.
- Participate in the creation, maintenance, improvement, and training of: software, reports, and metrics used by Back End Production and Engineering.
- Benchmark Back End performance against Micron and other world class Back End.
- Design and coordinate projects with internal and external team.
- Communicate with other Back End and departments to ensure that BKMs are shared and that the OI group has a strong partnership with other teams.
- Provide periodic department updates to review current status and future goals and objectives.
Requirements:
Successful candidates for this position will have:
- Bachelor’s Degree in industrial engineering, Engineering Management, Operations Research, Management Science, Computer Science, Engineering, or Bachelor of Science in a related technical field.
- In depth technical understanding, especially of Industrial Engineering and scheduling/automation concepts. Good knowledge in inventory management, simulation, optimization, modeling, forecasting, automation, statistics, data mining, and database management.
- Ability to lead and participate in cross-area teams, with proven ability to communicate effectively both written and verbally.
- Demonstrate strong project management, software development methodology, & organizational skills.
- Intermediate to advance understanding of Supply Chain Master Data Management principles and practices.
- Knowledge of data structures of software systems such as ERP systems and manufacturing planning and execution system
- Familiar with Micron Back End Applications: CSM, MAM, ETI, ToolView, LPI, etc.
- Proficient in Microsoft Office and applications including SharePoint, ASP.NET, C#, VB/VBA, RTD, AutoMod, AutoSched AP, Java Script, Angular, Perl, HTML, CSS, SQL, Machine/Statistical Learning, etc.
- Proven skills on Crafting new and enhancing existing software
- Capable of extracting data from identified source and develop/encoding for application improvement.
About Us
As the leader in creative memory solutions, Micron is helping the world make sense of data by delivering technology that is transforming how the world uses information. Through our global brands — Micron, Crucial and Ballistix — we offer the industry’s broadest portfolio. We are the only company manufacturing today’s major memory and storage technologies: DRAM, NAND, NOR and 3D XPoint™ memory. Our solutions are purpose built to use the value of data to unlock financial insights, accelerate scientific breakthroughs and improve communication around the world.
As an equal opportunity employer, we recruit, hire, train, promote, discipline and provide other conditions of employment on the basis of merit and free of discrimination without regard to a person’s race, religion, color, sex, national origin, age, disability, sexual orientation, veteran or other legally-protected status. This includes providing reasonable accommodation for team members’ disabilities or religious beliefs and practices. Pregnancy or HIV testing may not be conducted as a condition of initial or continued employment.
Each manager, supervisor and team member is responsible for carrying out this policy. The EEO Administrator in Human Resources is responsible for administration of this policy. The administrator will monitor compliance and is available to answer any questions on EEO matters.
Micron prohibits the use of child labor and complies with all applicable laws, rules, regulations and other international and industry labor standards.
Micron does not charge candidates any recruitments fees or unlawfully collect any other payment from candidates as consideration for their employment with Micron.
All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, veteran or disability status. | https://jobs.micron.com/job/Xi'an-MXA-OI-Engineer-61/587269000/ |
XPO Logistics: People, technologies, resources and skills that cooperate around the world to offer Supply Chain services of excellence.
MATERIAL HANDLING EQUIPMENT SUPPORT ENGINEER
Responsabilies:
• Ensure efficient and effective automation systems management inside the warehouse, through a close interface with the Engineering and Operations team in carrying out the following activities:
o Be an active support in the progressive implementation of automation systems and processes;
o Minimize intervention times in case of machine failures and optimize the impact on operational activities;
o Manage the correct and exhaustive collection of production data and the continuous updating of the systems, in order to satisfy the production requirements;
o Coordinate the new projects execution, after his/her manager approval, up to testing and commissioning;
o Ensure the analysis of the updating of automation systems and new constructions based on the production and maintenance needs of the other departments (hydraulic, electrical, mechanical);
o Carry out the commissioning of plant modifications;
o Ensure the development of the machine control software and the commissioning of the drives;
o Support the development of long-term improvement projects;
o Report the plant KPIs to the other company functions;
• Carries out its activities in compliance with workplace safety regulations (Legislative Decree 81/08) and safety procedures intended as protection of company assets;
• Guarantees SOX Compliance on all processes within its competence.
Requirements:
• Technical Degree (preferably in Electronic Engineering/Automation/Mechatronics/Electrical Engineering) or equivalent culture;
• Preferable 1 year of experience in MHE automation;
• Excellent knowledge of the Office package;
• Excellent knowledge of English;
• Good interpersonal, problem solving and project management skills;
• Organizational skills and passion for the world of industrial automation;
• Good knowledge of Autocad;
• Analysis and synthesis skills, good communication skills, problem solving, flexibility.
What we offer:
The type of contract and working hours will be discussed in more detail during the interview.
Sporadic availability is requested to work also on Saturdays and Sundays according to the specific company needs of the site.
Important is the ability to reach the place of work autonomously within the scheduled hours.
An insertion plan will be drawn up for the function ad hoc with respect to the role to be filled.
Turn your career around: be part of Europe's leading logistics and transport company!
XPO is a leading provider of cutting-edge supply chain solutions to the most successful companies in the world. We help our customers manage their goods most efficiently using our technology and services. Our greatest strength is our global team – energetic, innovative people of all experience levels and talents who make XPO a great place to work.
The above statements are intended to describe the general nature and level of work being performed by people assigned to this classification. They are not intended to be construed as an exhaustive list of all responsibilities, duties, and skills required of personnel so classified. All employees may be required to perform duties outside of their normal responsibilities from time to time, as needed. | https://jobs.xpo.com/job/Trecate-%28NO%29-MATERIAL-HANDLING-EQUIPMENT-SUPPORT-ENGINEER/710430100/ |
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Basic Engineering Circuit Analysis, Enhanced eText
1 Basic Concepts 1 2 Resistive Circuits 19 3 Nodal and Loop Analysis Techniques 79 4 Operational Amplifiers 120 5 Additional Analysis Techniques 145 6 Capacitance and Inductance 182 7 First- and Second-Order Transient Circuits 215 8 AC Steady-State Analysis 268 9 Steady-State Power Analysis 311 10 Magnetically Coupled Networks 356 11 Polyphase Circuits 389 12 Variable-Frequency Network Performance 418 13 The Laplace Transform 496 14 Application of the Laplace Transform to Circuit Analysis 517 15 Fourier Analysis Techniques 559 16 Two-Port Networks 603 APPENDIX A Complex Numbers 619 PROBLEMS 000 INDEX 000 [768 Pages, E-Book]
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System Reliability Theory
Handbook and reference for industrial statisticians and system reliability engineers System Reliability Theory: Models, Statistical Methods, and Applications, Third Edition presents an updated and revised look at system reliability theory, modeling, and analytical methods. The new edition is based on feedback to the second edition from numerous students, professors, researchers, and industries around the world. New sections and chapters are added together with new real-world industry examples, and standards and problems are revised and updated. System Reliability Theory covers a broad and deep array of system reliability topics, including: * In depth discussion of failures and failure modes * The main system reliability assessment methods * Common-cause failure modeling * Deterioration modeling * Maintenance modeling and assessment using Python code * Bayesian probability and methods * Life data analysis using R Perfect for undergraduate and graduate students taking courses in reliability engineering, this book also serves as a reference and resource for practicing statisticians and engineers. Throughout, the book has a practical focus, incorporating industry feedback and real-world industry problems and examples. [864 Pages, Hardcover]
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Foundations of Space Dynamics
An introduction to orbital mechanics and spacecraft attitude dynamics Foundations of Space Dynamics offers an authoritative text that combines a comprehensive review of both orbital mechanics and dynamics. The author a noted expert in the field covers up-to-date topics including: orbital perturbations, Lambert's transfer, formation flying, and gravity-gradient stabilization. The text provides an introduction to space dynamics in its entirety, including important analytical derivations and practical space flight examples. Written in an accessible and concise style, Foundations of Space Dynamics highlights analytical development and rigor, rather than numerical solutions via ready-made computer codes. To enhance learning, the book is filled with helpful tables, figures, exercises, and solved examples. This important book: * Covers space dynamics with a systematic and comprehensive approach * Is designed to be a practical text filled with real-world examples * Contains information on the most current applications * Includes up-to-date topics from orbital perturbations to gravity- gradient stabilization * Offers a deep understanding of space dynamics often lacking in other textbooks Written for undergraduate and graduate students and professionals in aerospace engineering, Foundations of Space Dynamics offers an introduction to the most current information on orbital mechanics and dynamics. [368 Pages, Softcover]
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A practical methodology for designing integrated automation control for systems and processes Implementing digital control within mechanical-electronic (mechatronic) systems is essential to respond to the growing demand for high-efficiency machines and processes. In practice, the most efficient digital control often integrates time-driven and event-driven characteristics within a single control scheme. However, most of the current engineering literature on the design of digital control systems presents discrete-time systems and discrete-event systems separately. Control Of Mechatronic Systems: Model-Driven Design And Implementation Guidelines unites the two systems, revisiting the concept of automated control by presenting a unique practical methodology for whole-system integration. With its innovative hybrid approach to the modeling, analysis, and design of control systems, this text provides material for mechatronic engineering and process automation courses, as well as for self-study across engineering disciplines. Real-life design problems and automation case studies help readers transfer theory to practice, whether they are building single machines or large-scale industrial systems. * Presents a novel approach to the integration of discrete-time and discrete-event systems within mechatronic systems and industrial processes * Offers user-friendly self-study units, with worked examples and numerous real-world exercises in each chapter * Covers a range of engineering disciplines and applies to small- and large-scale systems, for broad appeal in research and practice * Provides a firm theoretical foundation allowing readers to comprehend the underlying technologies of mechatronic systems and processes Control Of Mechatronic Systems is an important text for advanced students and professionals of all levels engaged in a broad range of engineering disciplines. [496 Pages, Hardcover]
Read More... | http://lnx.pubblitesi.it/feeds/area-scientifica/ingegneria/71-wiley-vch-electrical-a-electronics-engineering |
Research And Development Center
The Joint Engineering Centre (JEC) was established in 2008 to implement a new strategy of the UPEC Industrial Group, focused on the priority of engineering knowledge, development and manufacture of innovative products with a high intellectual level and, as a result, high value added.
The UPEC JEC performs basic and applied research and generates know-how for the UPEC Industrial Group and its Engineering Centers.
The Center is equipped with advanced software systems, knowledge bases, while the JEC staff, most of whom are Doctors (Dr.Sc.) and Candidates (PhD) of Science, has unique experience in conducting sophisticated research for aerospace and defense industries, energy and transport engineering, as well as other sectors of the economy. The JEC performs the most complex calculations and analysis, mathematical simulation for all product areas of the Industrial Group, together with the UPEC’s specialized engineering centers it takes designs to the prototype stage, simulates and optimizes basic technological processes; in cooperation with the leading European companies it develops new technologies and accompanies supply of the latest hi-tech equipment; tests them at the Testing Center and specialized experimental laboratories.
The Joint Engineering Center is headed by prof. Eduard Simson, member of the Board, R&D Director, Academician of Eng. Academy of Ukraine, Laureate of the National State Award, Honoured Scientist of Ukraine, holder of the Ya.Mudrogo order, author of monographs and over 250 scientific papers in the field of optimization of complex structures under dynamic loads.
One of the most important task of the JEC is search, selection, verification and engineering support of the competitive advantages of the Company's to be put during the product planning stage to ensure high performance of technical level, offering optimal operating parameters, strength, durability, innovative modes of operation, energy-efficient operation etc.
International partnership in R&D
Due to the significant level of its fundamental research and applied development, the UPEC JEC gained wide international popularity. At the same time the JEC regularly attracts leading European engineering companies for outsourcing to develop separate units and technologies. Approximately 30 leading European engineering and more than 15 international production companies are involved in strategic developments of JEC.
Two projects of UPEC Industrial Group received the status of the World Premiere at Innotrans 2012 and 2014, the largest railway exhibition.
One project is nominated to Innovation Award of the greatest international agro-exhibition Agritechnic-2017.
The Joint Engineering Center includes:
- The Center for Mathematical Simulation (R&D)
- The Center for Integrated Engineering Automation (the largest project of the integrated CAD/CAE/CAM/CAPP/PLM/PDM system was implemented in Eastern Europe and CIS, using the PTC software platform)
- The Center for Information Technology, Financial and Economic Analysis Automation, Enterprise Resource Planning (IT&ERP)
- The Ukrainian Design-Engineering Bureau of Bearing Industry (UKTB PP)
- The Experimental Design Bureau of Grinding Machines (OKBShS)
- The Special Design Bureau for Electric Engineering (SKB Ukrelectromash)
- The Ukrainian Design Bureau of Transmission and Chassis (UKBTSh)
- The Air Turbo Technology Department (ATT)
Research and development center
The main goal of the Research and Development Center is assistance for companies and engineering centers of the UPEC Industrial Group in its constant orientation on manufacturing of extremely high technology, highly profitable and competitive products, conducting of research, important for development of new designs of vehicles, components and units, providing of the UPEC companies with modern methods and program tools for calculations and optimal design process.
A wide range of special research and innovative developments performed in cooperation with UPEC’s specialized engineering centers and R&D-partners (including development of special greases and sealing systems; highly efficient renewable energy and life-support systems, climate systems, hybrid transmissions, testing rigs, which simulate the most realistic operating conditions, etc.).
The Motto of the R&D Center “intellect, embodied in metal” perfectly reflects the general dual overall challenge, which is to carry out fundamental and applied research on mathematic and free-size physical models, and further to embody the results of these studies into new designs and technological developments brought into mass production.
Mathematical simulation, analysis and optimal design services
Development of complex multidisciplinary finite element models of parts and assemblies for complex machines and devices with high level of elements’ interconnections (including for transport industry: railway car, bogie, side frame, bolster, side bearings, axle box, adapter with elastomeric pad, bearings, draft gears, electric drives and generators, electric turbocompressors, climate systems, electric pumps, gearboxes, hybrid hydro- and electromechanical transmission, special test rigs, etc.).
A comprehensive range of analysis:
- static (linear and non-linear);
- dynamic (resonance, impact, non-stationary, non-linear);
- fatigue;
- tribology;
- heat transfer;
- electromagnetic and others.
Optimal design of the shape and other variable parameters of machines, assemblies and parts basing on the Pareto-compromise between requirements for energy efficiency, long service lifetime, strength, reliability and cost restrictions.
Mathematical simulation of technologies (casting, hot and cold forging, rolling, heat treatment, machining, special chemical heat treatment, high-frequency induction hardening, etc.) and optimization of technological modes based on energy efficiency, lower material consumption, higher geometric accuracy, pre-defined material structure and surface integrity. | https://upec.ua/en/research/5682/ |
The educational program 15.04.05 Design and Technological Support of Mechanical Engineering Productions take into account needs of the regional labor market, traditions and achievements of scientific and pedagogical school of the University in accordance with requirements of the Federal legislation.
The program aim is the formation of cultural and professional competencies and focus on meeting the educational and professional needs of the individual, the development of personal qualities of students, training of qualified professionals with competitive skills for the engineering industry. The main strategic objective of the program is to providing a high level of training to students in accordance with the existing and projected needs of enterprises and institutions of the region, city.
The Master's program in the field of Ensuring the Efficiency of Technological Processes of the Product Life Cycle is aimed at meeting the needs of regional mechanical engineering enterprises labor market.
The objective of the program is to train new generation of students in the field of mechanical engineering production who:
- possess have all the necessary skills of using high-performance technological equipment, devices, tools, measuring instruments and other technological equipment, as well as computer equipment and information technologies;
- are ready to use modern methods for the design of technological processes and technological equipment;
- are ready to work in a competitive environment in the labor market of mechanical engineering workers in the conditions of modernization of products and mechanical engineering enterprises;
The specific nature of the field lies in its focus on the conditions of modern computerized mechanical engineering production and building knowledge and skills in the following areas:
- scientific basis of mechanical engineering technology, history and development prospects;
- theory of the position of the part, dimensional chains, productivity, technology and reliability of products;
- theoretical basis of automation of mechanical engineering industries. Integration and production flexibility;
- methods for detection and studies of the properties of dimensional, temporal, informational and economic relations in the automated integrated production;
- theory of automated connection assembly, technological equipment;
- design and research of automated and automatic manufacturing processes of machine-building parts, base and basing in the conditions of automated production, technological equipment;
- automation of the working cycle of automated production equipment;
- control of the installation process, static and dynamic adjustment of the technological system;
- optimization of technological processes, structure and layout of automated and automatic technological systems;
- diagnostics of the condition of tools and equipment;
- methods and means of product control;
- methods and instruments for processing research results;
- organization and planning of scientific research. | https://www.susu.ru/en/education/masters-degree-programs/150405-design-and-technological-support-mechanical-engineering |
ESSENTIAL DUTIES AND RESPONSABILITIES
• The Warehouse Solution Engineer performs a wide range of duties around data analytics, warehouse layout and process design engineering including some or all of the following:
DATA ANALYSIS
• Analyze and clean up raw logistic data for solution design modelling and simulations
• Generate actionable insights to drive successful solution design using BI applications
• Drive solution design capabilities improvements by enhancing existing tools and data models
• Justify enhanced technology utilization through data analysis
• Perform data management through a combination of benchmark data mining, data modeling and data analysis
• Simulate solution variation using dynamic scenario modelling techniques
WAREHOUSE LAYOUT DESING
• Create logistic warehouse layout designs using warehouse drawing and simulation software
• Match customer requirements (pallet dims, SKU velocity, pick face count, etc.) to design layout
• Drive layout engineering efforts considering material flow, process times, MHE and automation
• Develop preliminary solution layouts for internal and external solution design workshops
• Develop efficient racking designs for various storage requirements
• Define thresholds for conventional racking vs. automated storage
• Work with team members to develop layouts, cost estimates and scenario variations
PROCESS AND MATERIAL FLOW DESIGN
• Create process & material flow designs using process time standards and productivity principles
• Simulate manpower requirement scenarios considering layout, volume and process variations
• Present implications of put-away, picking and packing strategy variations
• Present innovative ways or technologies to flow product through warehouses most efficiently and effectively
MATERIAL HANDLING EQUIPMENT AND AUTOMATION DESIGN
• Scope facility design options (material handling, conveyor, automation) to create competitive solution design
• Create decision support to analyze the benefits and tradeoffs of various handling and storage equipment
• Present equipment solutions to defend and showcase a design
• Keep abreast of the latest warehouse equipment and automation technology
• Simulate staffing requirement changes under the consideration of material handling equipment / automation
QUALIFICATION REQUIREMENTS AND SKILLS
• Bachelor's Degree in Industrial Engineering
• Advanced English level, oral and written: B2+, C1.
• Comprehensive understanding of material flow planning and engineering
• Understanding of specialized professional industrial or mechanical engineering principles and practices
• Good verbal and written communication and strong analytical skills
• Solid decision-making and project management skills
• Ability to organize and manage multiple priorities
• Problem analysis and problem resolution skills
• Ability to excel in team working environment
• Solid computer skills required, primarily with Microsoft Excel, BI tools, layout design software
• Scenario simulation software expertise is a plus
• Ability to read, analyze, and interpret customer requirement documents.
• Ability to effectively present information and respond to questions from groups of managers, staff and customers.
• Warehouse layout design
• Labor Cost Modelling
Nivel Jerárquico: Empleado
Horario: 7:00 am - 4:30 pm
Área:
Conocimientos:
Idiomas:
Estudio Mínimo Necesario: Grado Terciario Completo
Áreas de estudio:
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Our Story:
Dover Food Retail (DFR) is a leading manufacturer of Display Cases, Specialty Products, Refrigeration Systems, Power Systems and Comprehensive Services; and leading our industry by Innovating What’s Next in glass doors and intelligent merchandising technologies that keep food safe under brands such as Hill Phoenix and Anthony.
DFR is part of the Refrigeration and Food Equipment segment of the Dover Corporation® (NYSE: DOV). Dover is a diversified global manufacturer with annual revenues in excess of $7 billion.
DFR is built on creativity and customer-centric innovation delivered by people invigorated by a strong sense of responsibility to help our customers win in their marketplaces. The relationships we build with our customers are as important to our success as the products we manufacture. This collaborative environment delivers FRESH THINKING, reassuring our customers that they choose the best when they choose to work with the people of Dover Food Retail.
Job Title: Automation Controls Engineer
Location: Chester, VA (Richmond, VA)
What we are looking for:
We are looking for a Automation Controls Engineer for our Manufacturing Technologies team, based in Richmond, VA. Reporting to the Manager of Manufacturing Engineering, the selected candidate will integrate existing equipment and processes into a SCADA system. Primary responsibility to work with operations customers to determine information needs and develop methods for the acquisition, storage and visualization of related industrial and operational data. Responsible for creation and ongoing use of meaningful metrics, schematics, and critical documents supporting processes and equipment, including dashboards. May train and direct others. Create, build and implement new and existing technologies within a high-tech manufacturing environment. Be a subject matter expert.
What you will be responsible for in this role:
- Coordinate implementation and management of automation projects and drive systemic improvements from conception through completion, for systems such as MES, maintenance systems, track and trace system, user interfaces and operational dashboards
- Provide leadership and strong technical support for automation projects to optimize factory costs, quality and customer service through the conception, development and implementation of new and improved manufacturing processes, equipment, tooling, material flow, plant layout or product design.
- Apply Project Management skills and tools to lead and support capital equipment and improvement projects.
- Participate in NPI projects and drive successful introduction of new products, production and test concepts from design phase to volume production with hands-on support of new product and new process launch.
- Interpret equipment capabilities and specifications.
- Define equipment required to achieve optimal production.
- Prepare detailed project scopes of work.
- Develop electrical schematics.
- Prepare and manage schedules.
- Leading or directing temporary or external technical equipment builders
- Manage installation and modifications.
- Programming and troubleshooting of PLCs and HMIs.
- Start-up and training.
- Writes/revises User Requirement Specs, Functional Requirement Specs, Design Specs, Qualifications, etc.
- Creating and updating documentation, including network, control systems, electrical/pneumatic schematics, preventive maintenance, theory of operations, BoM, mechanical CAD files, IQ validations, training and troubleshooting documentation.
- Resolve equipment failures with focus on root cause(s). Provide hands-on engineering support, troubleshooting and maintenance of any automated process software or production floor equipment. May direct and instruct both internal employees and external contractors during projects or advanced technical troubleshooting.
- Helping and supporting manufacturing, to achieve safety, quality, efficiency and throughput goals, identifying opportunities to improve.
- Ensure the sites uses state of the art automation process and technology and share new knowledge so that the capability of the organization increases.
- Perform automation/controls programming and engineering functions in accordance with accepted practices and company standards.
- Improve productivity via automation and new process development.
- Investigate equipment performance and identify develop corrective actions and solutions.
- Execute Factory and Site Acceptance Tests, Machinability Studies, and validation protocols.
- Utilize continuous improvement methodology to improve internal processes. Responsible for writing and approving PFMEA, DFMEA, PPAPs, Fishbone Diagrams and SOP’s to ensure manufacturing and operations compliance.
- Must be able to interact constructively across the whole organization including machine operators, production supervisors, maintenance, engineering, R&D, sales and management.
- Develop best in class processes
- Work collaboratively in cross-functional teams and work closely with all internal team members to implement improvements, identify issues and implement improvements.
What are the basic qualifications?
- Bachelor’s degree Electrical Engineering, Manufacturing, Industrial engineering or similar engineering degree from an accredited university
- Minimum 3 years of direct experience in a similar role for operations technology (OT) or productions systems design.
- Minimum 1 year of direct experience using Ignition SCADA software.
To be a great fit for the role:
- Experience with interfacing with IT for networking, permissions, VPN, and other Network Domain related topics.
- Experience with manufacturing equipment and automation equipment, including conveyors, scanners, sensors, etc.
- Experience with creation of traceability reports, non-conformance reports, paretos, heat maps and other basic analytic methods typically utilized in a manufacturing environment.
- Strong understanding of industry 4.0 theory and fundamentals
- Has attended both core and database trainings for Ignition SCADA
- Can design and program PLC logic (Allen Bradley preferred)
- Strong understanding of various industrial communications protocols (OPC UA and Ethernet/IP a plus)
- Some experience in database and SQL usage beneficial
- Understands pneumatic and electrical automated design concepts
- Understands and practices acceptable safe electrical, mechanical, and operator work practices.
- Excellent communication skills, both written and verbal
- Lean methodology familiarity
How We Define Our Values and Why You Should Join Our Team:
The backbone behind our collection of outstanding businesses is a team of dedicated employees who protect and enhance our valued reputation for quality and delivering what we promise. It’s our values that define Dover to all of our key audiences: our shareholders, customers, prospective employees and especially to ourselves.
These values must be expressed in our work and embody our actions, as they form the basis by which we do our jobs, make decisions and measure our performance. It’s our unwavering commitment to maintaining our values that defines who we are as a Company.
- Collaborative Entrepreneurial Spirit
- Winning Through Customers
- Respects and Values People
- Expectations for Results
- High Ethical Standards, Openness, and Trust
What’s in it for you?
- Medical, Dental, and Vision
- 401k Retirement Plan
- Flexible Spending
- Paid Holidays
#LI-FG1
The statements herein are intended to describe the general nature and level of work being performed by employees and are not to be construed as an exhaustive list of responsibilities, duties, and skills required of personnel so classified. Furthermore, they do not establish a contract for employment and are subject to change at the discretion of the Company.
Dover Food Retail is an Equal Opportunity Employer. All qualified applicants will receive consideration for employment without discrimination based on race, color, religion, sex, sexual orientation, gender identity, national origin, protected veteran status, disability, age, genetic information, or any other factors prohibited by law. | https://careers.dovercorporation.com/job/Chester-Automation-Controls-Engineer-VA-23237/750056001/ |
.NET Framework is a Best Technology For Building and Running Applications on Windows, Founded By Microsoft Corporation.
.NET Framework is part of the .NET platform, a collection of technologies for building apps for Linux, macOS, Windows, iOS, Android, and more.
What is .NET Framework used for?
.NET Framework is used to create and run software applications.
Who uses .NET Framework?
Software developers and the users of their applications both use .NET Framework:
Why do I need .NET Framework?
You need .NET Framework installed to run applications on Windows that were created using .NET Framework.
What are the main components/features of .NET Framework?
The two major components of .NET Framework are the Common Language Runtime (CLR) and the .NET Framework Class Library. The CLR is the execution engine that handles running applications. The Class Library provides a set of APIs and types for common functionality.
More About .NET Framework
.NET Framework is a technology that supports building and running Windows apps and web services. .NET Framework is designed to fulfill the following objectives:
⚫Provide a consistent, object-oriented programming environment whether object code is stored and executed locally, executed locally but web-distributed, or executed remotely.
⚫Provide a code-execution environment that:
⚫Make the developer experience consistent across widely varying types of apps, such as Windows-based apps and Web-based apps.
⚫Build all communication on industry standards to ensure that code based on .NET Framework integrates with any other code.
.NET Framework is a managed execution environment for Windows that provides a variety of services to its running apps. It consists of two major components: the common language runtime (CLR), which is the execution engine that handles running apps, and the .NET Framework Class Library, which provides a library of tested, reusable code that developers can call from their own apps. The services that .NET Framework provides to running apps include the following:
⚫Memory management. In many programming languages, programmers are responsible for allocating and releasing memory and for handling object lifetimes. In .NET Framework apps, the CLR provides these services on behalf of the app.
⚫A common type system. In traditional programming languages, basic types are defined by the compiler, which complicates cross-language interoperability. In .NET Framework, basic types are defined by the .NET Framework type system and are common to all languages that target .NET Framework.
⚫An extensive class library. Instead of having to write vast amounts of code to handle common low-level programming operations, programmers use a readily accessible library of types and their members from the .NET Framework Class Library.
⚫Development frameworks and technologies. .NET Framework includes libraries for specific areas of app development, such as ASP.NET for web apps, ADO.NET for data access, Windows Communication Foundation for service-oriented apps, and Windows Presentation Foundation for Windows desktop apps.
⚫Language interoperability. Language compilers that target .NET Framework emit an intermediate code named Common Intermediate Language (CIL), which, in turn, is compiled at run time by the common language runtime. With this feature, routines written in one language are accessible to other languages, and programmers focus on creating apps in their preferred languages.
⚫Version compatibility. With rare exceptions, apps that are developed by using a particular version of .NET Framework run without modification on a later version.
⚫Side-by-side execution. .NET Framework helps resolve version conflicts by allowing multiple versions of the common language runtime to exist on the same computer. This means that multiple versions of apps can coexist and that an app can run on the version of .NET Framework with which it was built. Side-by-side execution applies to the .NET Framework version groups 1.0/1.1, 2.0/3.0/3.5, and 4/4.5.x/4.6.x/4.7.x/4.8.
⚫Multitargeting. By targeting .NET Standard, developers create class libraries that work on multiple .NET Framework platforms supported by that version of the standard. For example, libraries that target .NET Standard 2.0 can be used by apps that target .NET Framework 4.6.1, .NET Core 2.0, and UWP 10.0.16299.
The following sections describe the main features of .NET Framework in greater detail.
Common language runtime
The common language runtime manages memory, thread execution, code execution, code safety verification, compilation, and other system services. These features are intrinsic to the managed code that runs on the common language runtime.
Regarding security, managed components are awarded varying degrees of trust, depending on a number of factors that include their origin (such as the Internet, enterprise network, or local computer). This means that a managed component might or might not be able to perform file-access operations, registry-access operations, or other sensitive functions, even if it's used in the same active app.
The runtime also enforces code robustness by implementing a strict type-and-code-verification infrastructure called the common type system (CTS). The CTS ensures that all managed code is self-describing. The various Microsoft and third-party language compilers generate managed code that conforms to the CTS. This means that managed code can consume other managed types and instances, while strictly enforcing type fidelity and type safety.
In addition, the managed environment of the runtime eliminates many common software issues. For example, the runtime automatically handles object layout and manages references to objects, releasing them when they are no longer being used. This automatic memory management resolves the two most common app errors, memory leaks and invalid memory references.
The runtime also accelerates developer productivity. For example, programmers write apps in their development language of choice yet take full advantage of the runtime, the class library, and components written in other languages by other developers. Any compiler vendor who chooses to target the runtime can do so. Language compilers that target the .NET Framework make the features of the .NET Framework available to existing code written in that language, greatly easing the migration process for existing apps.
While the runtime is designed for the software of the future, it also supports software of today and yesterday. Interoperability between managed and unmanaged code enables developers to continue to use necessary COM components and DLLs.
The runtime is designed to enhance performance. Although the common language runtime provides many standard runtime services, managed code is never interpreted. A feature called just-in-time (JIT) compiling enables all managed code to run in the native machine language of the system on which it's executing. Meanwhile, the memory manager removes the possibilities of fragmented memory and increases memory locality-of-reference to further increase performance.
Finally, the runtime can be hosted by high-performance, server-side apps, such as Microsoft SQL Server and Internet Information Services (IIS). This infrastructure enables you to use managed code to write your business logic, while still enjoying the superior performance of the industry's best enterprise servers that support runtime hosting.
.NET Framework class library
The .NET Framework class library is a collection of reusable types that tightly integrate with the common language runtime. The class library is object oriented, providing types from which your own managed code derives functionality. This not only makes the .NET Framework types easy to use but also reduces the time associated with learning new features of the .NET Framework. In addition, third-party components integrate seamlessly with classes in the .NET Framework.
For example, the .NET Framework collection classes implement a set of interfaces for developing your own collection classes. Your collection classes blend seamlessly with the classes in the .NET Framework.
As you would expect from an object-oriented class library, the .NET Framework types enable you to accomplish a range of common programming tasks, including string management, data collection, database connectivity, and file access. In addition to these common tasks, the class library includes types that support a variety of specialized development scenarios. You can use .NET Framework to develop the following types of apps and services:
The Windows Forms classes are a comprehensive set of reusable types that vastly simplify Windows GUI development. If you write an ASP.NET Web Form app, you can use the Web Forms classes.
More About .Net Framework Click Here
Minimum System Requirements:
Windows 8 / Windows 10 / Windows 11
Date Added:
25-Sep-2022
License:
Free
Languages: | https://softalif.com/download_microsoft-net-framework/ |
Examples of "ntcip"
NTCIP
communications standards for center to center communications are listed below: (the corresponding
NTCIP
document number is shown in parentheses):
NTCIP
has enabled the center to field communication and command/control of equipment from different manufacturers to be specified, procured, deployed, and tested.
NTCIP
communications standards for field devices are listed below: (the corresponding
NTCIP
document number is shown in parentheses):
NTCIP
refers to “levels” in
NTCIP
, rather than “layers” to distinguish the hierarchical architecture applied from those defined by the Open System Interconnection Reference Model (OSI Model) of ISO and the Internet Engineering Task Force (IETF). The five
NTCIP
levels are: information level, application level, transport level, subnetwork level, and plant level.
To ensure a working system, deployers should select and specify at least one
NTCIP
protocol or profile at each level. A discussion of each level, and
NTCIP
standards that apply at that level, follows:
The
NTCIP
Framework does not preclude combinations beyond those expressly indicated on the diagram.
The
NTCIP
Framework is based primarily on the open standards of the Internet Engineering Task Force (IETF), World Wide Web Consortium (W3C), and ISO, plus
NTCIP
data dictionary standards specific for the task of ITS device communications. A layered, or modular, approach to communications standards, is used to represent data communications between two computers or other electronic devices.
The figure below (used with permission) shows the structure of the
NTCIP
Information, Application, Transport, Subnetwork, and Plant Levels.
In 1996, the FHWA suggested a partnership of standards developing organizations to expand both user and industry involvement. AASHTO and ITE signed an agreement with NEMA to establish the Joint Committee on the
NTCIP
, and to work together on developing and maintaining the
NTCIP
standards.
The key objectives of the new
NTCIP
protocol were the interchangeability of similar roadside devices, and the interoperability of different types of devices on the same communications channel.
Desenvolvimento de software, Integração com Hardware, C#, ASP.NET, Java,
NTCIP
, Big Data, Sincronismo de Dados, Sql Server, Rodovias, Pedreiras, Hotel Fazenda, E-commerce, ITS (Sistema inteligente de transporte), Smart City, GPS, PMV
The National Transportation Communications for Intelligent Transportation System Protocol (
NTCIP
) is a family of standards designed to achieve interoperability and interchangeability between computers and electronic traffic control equipment from different manufacturers.
Around the world countries that have mature Intelligent Transport Systems (ITS) for traffic monitoring have implemented similar protocols, such as in the United States with National Transportation Communication for ITS Protocol (
NTCIP
). However, in countries where traffic monitoring CCTV is in its infancy the use of individual manufacture CCTV protocols (e.g. Pelco D) is more wide spread.
The
NTCIP
has coordinated with other information level standards development organizations during development of the center-to-center application profiles and supports the: ITE Traffic Management Data Dictionary (ITE TMDD), IEEE 1512 Incident Management (IEEE 1512), APTA Transit Communications Interface Profiles (APTA TCIP), and SAE J2354 Advanced Traveler Information Systems standards.
The protocol is the product of a joint standardization project guided by the Joint Committee on the
NTCIP
, which is composed of six representatives each from the National Electrical Manufacturers Association (NEMA), the American Association of State Highway and Transportation Officials (AASHTO), and the Institute of Transportation Engineers (ITE). The Joint Committee has in turn formed 14 technical working groups to develop and maintain the standards, and has initiated or produced over 50 standards and information reports.
NEMA initiated the development of the
NTCIP
in 1992. In early 1993, the US Federal Highway Administration (FHWA) brought together transportation industry representatives to discuss obstacles to installing field equipment for new Intelligent Transportation Systems (ITS). The representatives said that the number one priority was the need for an industry-wide standard data communications protocol. Since the NEMA Transportation Section members had already started work on a new industry standard, they offered to expedite and expand the scope of their activities.
Trailer-mounted variable-message signs are used to alter traffic patterns near work zones, and for traffic management for special events, natural disasters, and other temporary traffic patterns. The messages displayed on the sign can be programmed locally on the unit's control panel, or units equipped with a cellular modem can be programmed remotely via computer or phone. Most manufacturers produce trailers which comply with the National Transportation Communications for Intelligent Transportation System Protocol (
NTCIP
) which allows the portable trailer to be integrated with an intelligent transportation system. Trailer-mounted VMS can be equipped with radar, cameras, and other sensing devices as part of a smart work zone deployment..
In the late 1990s, a national standardization effort known as the Advanced transportation controller (ATC) was undertaken in the United States by the Institute of Transportation Engineers. The project attempts to create a single national standard for traffic light controllers. The standardization effort is part of the National Intelligent transportation system program funded by various highway bills, starting with ISTEA in 1991, followed by TEA-21, and subsequent bills. The controllers will communicate using "National Transportation Communications for ITS Protocol" (
NTCIP
), based on Internet Protocol, ISO/OSI, and ASN.1. | https://synonymsbot.com/ntcip |
At Sage Bionetworks, we believe that we can learn more by learning from each other. By improving the way scientists collaborate, we help to make science more effective. We partner with researchers, patients, and healthcare innovators to drive collaborative data-driven science to improve health. Making science more open, collaborative, and inclusive ultimately advances biomedicine.
Do you have expertise in tool building and a passion for mission-driven work? Do you want to be an important contributor to a team that includes computational biologists, software engineers, and data curators? If so, could be our next Bioinformatics Engineer.
As a member of our team, you will work closely with scientists and other bioinformatics engineers in the Computational Oncology group to support research projects in cancer and healthcare. Our work includes the harmonization, analysis, and sharing of biomedical data (e.g. genomic, clinical, and imaging data) across various biomedical research institutions) — and helping scientists around the world work together to accelerate discovery. Ideal candidates will be enthusiastic about the application of data science and technology to enable open, collaborative, and reproducible biomedical research.
What you’ll do:
- Develop tools and applications to facilitate tracking, scalability, and reproducibility of data and computational analyses in large scale scientific collaborations
- Assist with the creation of dashboards, visualizations, and other resources for experimental and clinical biologists to explore and leverage data and analysis results.
- Contribute to technical documentation and training materials to support users and other developers with diverse expertise.
- Work with Sage engineers to drive general improvements in data and analysis management platforms, transfer knowledge and code into production systems, or deploy standalone services and applications.
- Regularly participate in and monitor the development of external groups and communities to stay informed on best practices and standards.
We’d love to hear from you if:
- You’re passionate about open science and collaboration.
- You have a MS in Computer Science, Bioinformatics, Computer Engineering or a related field, or a BS with 2+ years of relevant job experience.
- You’re proficient in scripting and experienced with package development in R or Python.
- You have experience with collaborative development and version control systems (e.g. git).
- You are comfortable working in Linux and automating tasks via shell scripting or other techniques.
- You enjoy supporting diverse teams — including computational biologists, research ethicists, software engineers, and data librarians — to solve complex scientific problems.
- You have effective verbal, written, and organizational skills with the ability to communicate with a variety of technical and non-technical collaborators.
(also preferred, but not required)
- You have experience developing interactive apps and visualizations in R with Shiny, htmlwidgets, and related libraries.
- You are comfortable working in a cloud based IT environment.
- You’re proficient in container technologies such as Docker.
- You have experience working with biomedical (including genomic or clinical) data.
In light of recent concerns of Covid-19, all interviews will be conducted remotely, and most positions will be remote through at least June 30, 2021. The option to work on-site at our Seattle office prior to June 30, will be considered upon request. | https://sagebionetworks.org/careers/bioinformatics-engineer-informatics-applications/ |
The mission of the Data Acquisition, Management and Analysis Group is to provide support and expertise to meet the scientific computing needs of the NSLS-II beamlines.
The National Synchrotron Light Source II (NSLS-II) is seeking an experienced scientific software developer to join the Scientific Computing & Data Acquisition, Data Management, Data Analysis Group. This position is needed to support the development and maintenance of a software infrastructure for data acquisition, management and analysis to support the scientific mission of NSLS-II.
The position classification offered will be commensurate with the candidate’s depth and breadth of experience.
Essential Duties and Responsibilities:
- The successful candidate will work with a team of scientists and engineers to lead in the design, development, and maintenance of reliable software for data acquisition, management and analysis.
- Collaborate with scientists and software engineers to define and implement the best strategies and approaches in data acquisition, scientific data handling, management, visualization, and analysis.
- Collaborate with staff and facility user scientists to develop new computational approaches and methods to extract maximum scientific information from experimental data.
- Provide support for users in data collection methods and data analysis
- Provide documentation, training and support for software.
- Assist DAMA Group Leader with Project Management and Supervision/Line Management duties.
Required Knowledge, Skills, and Abilities:
- Ph.D. degree in Computer Science. Physical Sciences, Applied Mathematics or related field
- Several years of relevant experience.
- Ability to employ sound software engineering methodologies.
- Demonstrated record in collaborative software development.
- Demonstrated experience in multiple programming languages, including Python and C/C++.
- An up-to-date knowledge in related scientific data collection, data management, and data analysis concepts.
- Excellent communications and interpersonal skills to be able to interact effectively with a diverse group of scientists, engineers, and technical staff.
- Self-motivated and able to work in a team environment.
Preferred Knowledge, Skills, and Abilities:
- Experience in scientific computing or data management at a synchrotron light source, neutron source or other major scientific user facility.
- Experience in user interface development.
- Experience working with messaging and distributed systems
- Experience working with NoSQL and/or Relational databases
- Experience contributing to open source software projects.
- Experience in project management of scientific and collaborative software projects
- Line Management and Supervisory experience.
At Brookhaven National Laboratory we believe that a comprehensive employee benefits program is an important and meaningful part of the compensation employees receive.
To apply for this job please visit jobs.bnl.gov. | https://lightsources.org/job/scientific-software-developer/ |
We are seeking for a strong and passionate data engineer working closely with key stakeholders, data scientists, machine learning engineers and platform engineers for large-scale system implementation. With a focus on complex data pipelines for e-commerce services at LINE, you should be able to design and drive large projects (cross-domain recommender system) from scratch to production. In addition to extracting and transforming data, you will be expected to use your expertise to build extensible data models to provide workable and efficient strategies to partnering data scientist for data cleansing, performance enhancements and development of data products.
Responsibilities
- Collaborate with engineers, program managers and data scientists to understand data needs.
- Design, build and launch (schedule) efficient and robust data pipelines to move and transform data.
- Deploy and monitor inclusive data quality checks to ensure high quality of data statistically, (collaborative with data scientists)
- Performance troubleshooting and tuning of data pipelines.
- Create data sources for BI tool use.
Basic Qualifications
- BS/MS in Computer Science or a related technical field.
- Expert with scripting languages such as Python and shell scripts.
- Extensive experience with OOP in Python.
- A minimum of 5 years of SQL and relational databases experience.
- A minimum of 3 years experience in custom ETL design, implementation and maintenance.
- A minimum of 3 years experience workflow management engines (e.g., Airflow)
- A minimum of 3 years experience with Hadoop eco-system (e.g., Hive, Spark, Yarn)
- Experience with SQL performance tuning and end-to-end process optimization.
- Experience working with cloud Big Data platform (e.g., AWS Redshift, Google BigQuery)
- Experience with Kubernetes & CI/CD tools. | https://careers.linecorp.com/ko/jobs/1155 |
EY DnA is the data and advanced analytics capability within EY Asia-Pacific, with over 500 specialist employees working across multiple industry sectors.
We implement information-driven strategies, data platforms and advanced data analytics solution systems that help grow, optimize and protect client organizations. We go beyond strategy and provide end to end design, build and implementation of real life data environments and have some of the best architects, project managers, business analysts, data scientists, big data engineers, developers and consultants in the region.
We are looking for a Solutions Architect within the DnA team in our Singapore office. This role is offered on a flexible full time basis.
Your key responsibilities
- understand the complexity of the existing source systems and data flow,
- collate technical and functional requirements through workshops with senior stakeholders in risk, actuarial, pricing and product teams
- create data design and integration flows to move the data from legacy system, add transformation logic areas and present it in the required formats through harmonized objects that can receive inputs from multiple policy and claims systems
- create and present the solution design through a solution design document
- estimate for complexity, effort and costs
Skills and attributes for success
- Extensive experience working in the AZURE environment.
- define data integration patterns and pipelines
- assess complexity of data (volume, structure, relationship etc.)
- Ability to estimate complexity, effort and costs
- Good documentation skills with the ability to produce client ready solution architecture, business understandable presentations and good communication skills to lead and run workshops
To qualify for the role, you must have
- 10 + years of experience in Big Data, data warehouse, data analytics projects, and/or any IM (Information Management) related projects
- DW / Big Data / BI end to end Implementations
- Strong knowledge in Restful API’s
- Good understanding of Visualisation tools (Tableau / Qlikview / Power BI)
- Good understanding of security aspects (TLS, Kerberos, Authorization tools (Sentry, Ranger etc))
- Should have good knowledge in DevOps engineering using Continuous Integration/ Delivery tools such as Docker, Jenkins, Puppet, Chef, GitHub Atlassian Jira etc.
- Good knowledge in Hadoop administration aspects
Ideally, you’ll also have
- Experience in engaging with both technical and non-technical stakeholders
- Strong consulting experience and background, including engaging directly with clients
- Demonstrable Cloud experience with, AWS or GCP
What we look for
- Highly motivated individuals with excellent problem-solving skills and the ability to prioritize shifting workloads in a rapidly changing industry.
- An effective communicator, you’ll be a confident leader equipped with strong people management skills and a genuine passion to make things happen in a dynamic organization. | https://www.exploreture.com/jobs/solution-architect-data-analytics-careers-at-ey-singapore/ |
Software Utilities for Traffic Simulation Modelsby Mohan M. Venigalla, Univ of Tennessee Transportation, Cent, Knoxville, United States,
Ajay K. Rathi, Univ of Tennessee Transportation, Cent, Knoxville, United States,
Document Type: Proceeding Paper
Part of: Microcomputers in Transportation
Abstract:
Simulation models of traffic flow on highways are increasingly becoming the choice of many analysts and traffic engineers as analytical tools to test, evaluate and implement traffic control/management systems alternatives. Several computer models exist which simulate vehicular traffic on urban and rural road networks at various levels of detail. The TRAF (for integrated TRAffic simulation) family of simulation programs, and the evacuation model, IDYNEV (for Interactive Dynamic Evacuation model) are examples of these models. As would be expected, these models are data intensive. In this paper, the need for and development of software utilities for creating input to the simulation models and analyzing their output is discussed. The development of a Software Utility for Regional Evacuation (SURE) is discussed in detail. The pre-processor module of SURE substantially reduces the time required to create input files to IDYNEV and the post-processor module summarizes the simulated results from the usually huge IDYNEV output files. The model also illustrates the evacuation network graphically and highlights problem links and intersections at selected intervals. These development methods could easily be adopted to other simulation programs with similar input structure such as the TRAF modeling system. | https://cedb.asce.org/CEDBsearch/record.jsp?dockey=0080343 |
I work in a team which develops User Administration System (UAS). This system assists internal and external users in various, sometimes quite complex administrative tasks. Often it is the first piece of software encountered by Diamond external users. The very important first impression depends therefore on the UAS team.
Software engineers are involved in the entire life cycle of a piece of software; from its initial concept and design, through development and testing, all the way to deployment, maintenance, and upgrades. It is important because software can be such a useful and powerful tool, allowing its users to do great things, (and to save them from doing boring, monotonous things). The better the software engineer can make these tools, the more productive and empowered the user becomes.
Over the past decade, Diamond Light Source and its European collaborators have invested in Laboratory Information Management Systems (LIMS) to capture, process and store experimental data to enable scientific research. These LIMS systems need to evolve to support emerging scientific techniques and improve the ability of users to exploit the results in an efficient manner. This role and future planned roles reflect an investment that will broaden the scope from supporting a few domains, to fully supporting over 1000 industry and academic proposals awarded beam time on the facility each year.
This role is within the Scientific Software Group and will develop web based information management systems, meeting the requirements of visiting scientists, directors and users in a timely manner. The role will involve working as part of a distributed team including internal staff, contractors and collaborative development with other European scientific institutions.
The aim is to extend or establish a framework to enhance Diamond’s LIMS system including sample tracking, experiment planning, data collection steering, automated data analysis, interoperable results and eventually methods and model publication and deposition.
It is foreseen that the person recruited would have experience of web based software engineering and/or a related scientific field, as well as significant experience developing robust data and information management systems.
The User Administration Software team is small with opportunities to learn lots of new skills and make significant contributions while gaining all the benefits of working for a larger organisation.
In the wider organisation there is a huge range of other software engineering that everyone is encouraged to engage with.
This role involves working within the User Administration System team on the full lifecycle development of the software needed to enable effective user administration at Diamond.
We are currently looking to recruit a Senior or Software Systems Engineer (EPICS Core). This role is a member of the High Level Application Team supporting EPICS toolkit and developing the tools required to operate and develop the control system and accelerators. The duties will involve working closely with other members of the Control System Group, other technical groups in Diamond and the wider EPICS collaboration to capture requirements, specify and develop new software and to support existing software.
Working on distributed-control systems your task as Software Systems Engineer or Graduate Software Systems Engineer will be to work closely with a team of scientists and engineers to specify and develop software to deliver ultra-stable x-ray beams to the experimental sample; to provide control of the experiment and manage the readout of the detectors. You will be working in a distributed, heterogeneous computing environment, using the real-time operating system for direct control of the x-ray optical components and Linux workstations for the operator interfaces and development environment. Most server applications are coded in C or built using the EPICS control system toolkit, while client applications use a combination of Java and Python or tools.
You will need to demonstrate an excellent understanding of computing technology applied to real-time and distributed control applications and excellent programming skills. Together with a good honours degree in physics, electronic engineering or computer science. For the right candidate the position offers a relaxed non-commercial environment full of motivated individuals and comprehensive benefits.
As a Graduate Software Systems Engineer, this role provides a 2 year personalised development programme, with extensive hands on experience backed by technical training and development.
Diamond Light Source has ongoing opportunities for established professionals in software, computing and information technology. These roles are in a research-focussed environment alongside world leading scientists and professional engineers addressing technically challenging problems at the cutting edge of science.
We are looking for candidates who are passionate about science or engineering, who have an excellent understanding of software and computing technologies, along with a good honours degree in Computer Science or a STEM subject.
If you are not sure which job to apply for or you would like to be considered for new software and computing vacancies when they become available then please register your interest by submitting your CV against this talent pool vacancy (DIATALENT). Your details will be retained for a period of 12 months, after which you will need to re-register interest.
We do not accept register of interest or speculative applications from agencies. | https://www.diamond.ac.uk/Careers/Campaign/Software-engineer.html |
At AECOM, we’re delivering a better world.
We believe infrastructure creates opportunity for everyone. Whether it’s improving your commute, keeping the lights on, providing access to clean water or transforming skylines, our work helps people and communities thrive.
Our clients trust us to bring together the best people, ideas, technical expertise and digital solutions to our work in transportation, buildings, water, the environment and new energy. We’re one global team – 47,000 strong – driven by a common purpose to deliver a better world.
Job Description
AECOM is looking for an experienced Traffic Engineer, with an emphasis in traffic analysis and VISSIM modeling, to support our traffic analysis team in Murray, Utah providing technical leadership and independent delivery of small to large projects.
Our team works with local and national clients to provide solutions to their transportation needs across all modes of travel. Typical projects and daily tasks focus on traffic engineering related services such as traffic projections, traffic impact studies, traffic analysis and simulation, traffic safety studies and the safety effects of design alternatives, conceptual planning and design, and other transportation related studies.
Projects may also include engineering design services for development of roadway striping, signing, signal, or maintenance of traffic plans for small to large highway and/or municipal roadways.
Job Responsibilities:
Performs or oversees—with little supervision—all aspects of traffic engineering studies including data collection, microsimulation model development and calibration (SimTraffic and VISSIM) or other deterministic models such as Synchro, HCS, Vistro, or Sidra, traffic forecasting, and analysis of alternatives
Documents results and procedures in technical memoranda and reports
Presents technical findings to internal project teams, clients, and the public
Support junior engineers in the execution of smaller standalone traffic engineering projects, or traffic entering tasks as part of larger projects
Provides day-to-day mentoring and guidance to junior engineers in the execution of their tasks.
Follows AECOM and client process in performing quality control tasks of other engineers’ work.
Works collaboratively with other discipline leads in the Murray office to perform business development activities such as identification of project opportunities, marketing clients, making technical presentations at conferences, assisting with proposal preparation, and assisting with recruiting efforts
Assists project managers in the development of scopes of work, cost estimates, and schedules
Proposes approaches to solve new problems encountered using modifications of standard procedures or methods developed in previous assignments
Identifies discrepancies in results
Provides guidance to entry level engineers
Performs work in accordance with agreed upon budget and schedule
Qualifications
MINIMUM REQUIREMENTS:
BA/BS + 4 YORE or demonstrated equivalency of experience and/or education
Professional Engineer license
PREFERRED QUALIFICATIONS:
4+ years of experience in traffic engineering
Experience in technical execution of tasks for traffic engineering projects with an emphasis of microsimulation and modeling of all modes of transportation and facility types.
Proficient with Synchro/SimTraffic, VISSIM, and HCS software
Expertise with Highway Capacity Manual and FHWA Traffic Analysis Toolkit methodologies
Proficient with standard Microsoft Office applications
Ability to communicate effectively (verbally and in writing)
Experience in traffic safety analysis including Highway Safety Manual, traffic signal warrants, traffic signal and pedestrian crossing control system analysis, and design; and traffic signing and pavement marking analysis and design
Experience in supporting business development activities including preparing project proposals
Professional Engineer license in the State of Utah, or the ability to obtain license within 6 months
Professional Traffic Operations Engineer (PTOE)
Experience in task/project management, staff oversight, application and development of technical skills, and experience working directly with internal and external clients
Experience in mentorship and development of traffic engineering interns and/or entry level staff
Experience with traditional four step or activity based travel demand models
Project management experience
Additional Information
Here, you will have freedom to grow in a world of opportunity.
We will give you the flexibility you need to do your best work with hybrid work options. Whether you’re working from an AECOM office, remote location or at a client site, you will be working in a dynamic environment where your integrity, entrepreneurial spirit and pioneering mindset are championed.
You will help us foster a culture of equity, diversity and inclusion – a safe and respectful workplace, where we invite everyone to bring their whole selves to work using their unique talents, backgrounds and expertise to create transformational outcomes for our clients.
We will encourage you to grow and develop your career with us through our technical and professional development programs and diverse career opportunities. We believe in leadership at all levels. No matter where you sit in the organization you can make a lasting impact on the projects you work on, the teams and committees you join and our business.
We offer competitive pay and benefits, well-being programs to support you and your family, and the development resources you need to advance your career.
When you join us, you will connect and collaborate with a global network of experts – planners, designers, engineers, scientists, consultants, program and construction managers – leading the change toward a more sustainable and equitable future. Join us and let’s get started.
All your information will be kept confidential according to EEO guidelines.
With infrastructure investment accelerating worldwide, our services are in great demand, and there’s never been a better time to be at AECOM! Join us, and you’ll get all the benefits of being a part of a global, publicly traded firm – access to industry-leading technology and thinking and transformational work with big impact and work flexibility.
AECOM provides a wide array of compensation and benefits programs to meet the diverse needs of our employees and their families. We also provide a robust global well-being program. We’re the world’s trusted global infrastructure firm, and we’re in this together – your growth and success are ours too.
As an Equal Opportunity Employer, we believe in each person’s potential, and we’ll help you reach yours.
Join us and let’s get started. | https://americas.aecom.jobs/murray-ut/traffic-engineer-iii/1B68FACB9D2D402BA0385887F31FF9ED/job/?vs=28 |
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Data science is a rapidly evolving discipline that leverages an ever-widening array of tools and capabilities to learn and exploit. Because of such inherent complexities surrounding adoption, integration and support, the work of the data scientist can be daunting.
That complexity is one of the reasons IBM several years ago set out to bring clarity and uniformity to the otherwise disparate data discovery and analytics process. The goal: create a solution that leveraged the best capabilities available, in an integrated, collaborative platform that was easy to access and use. With it, everyone from data scientists to business analysts would be able to not only tackle the discipline, but conquer it.
Along the way, we learned a lot about the role of data scientists; their challenges, their tools of choice, and how they valued certain processes and functionalities over others.
But, first a little background. Up until the time IBM rolled out the popular Data Science Experience, if someone wanted to engage in data science, he/she would have to search the web, review components like Jupyter notebooks, or development platforms like Scala and r, big data tools like Hadoop, and much more – and then learn how to use them.
Not unexpectedly, the wide variety of tools and programs led to relatively slow adoption, challenging integration, and cumbersome support.
In addition, our research showed that once up and running, most data scientists’ workflows were often fragmented, requiring them to toggle between a variety of workspaces and tools to complete a job. For example, they might use Data Shaper to clean data, Jupyter for modeling and MatPlotLib for visualization. These tools support a linear process, but data scientists’ workflows are more cyclical — like this:
When we launched the Data Science Experience in 2016, users for the first time had a solution that integrated the most sought-after development, notebook and analytics tools, in a simple-yet-scalable web-based platform. It also enabled users to connect live with IBM for any and all support. It was a breakthrough in this fast-evolving corner of the tech industry. In 2017 we rolled out a “Local” version for organizations to install behind their firewalls in their own data centers.
In addition to the aforementioned goals, the vision for Data Science Experience was that it would accommodate the agile workflow, simplify the experience of working with data, and bring all the tools into a unified data ecosystem.
As Caroline Law, Design Lead at IBM, said, “The Data Science Experience is a beautiful manifestation of the power of user research to understand our users’ needs, challenges and motivations.”
In particular, the design team in charge of the ideation of the solution identified some of data scientists’ biggest needs, including the ability to collaborate with fellow data scientists and learn from each other; the ability to share algorithms and exchange data analysis techniques; and the ability to publish the results of their work and collaborate with peers across neighboring disciplines – people like data engineers who can help them prepare data and business analysts who can translate their insights into data-informed decisions.
The design team also wanted the experience to be easy to use and accessible for companion sites built for data engineers, system administrators and other user personas. They started work on building the ultimate data ecosystem, an environment that would intuitively connect related data functions and allow easy collaboration.
In the process of designing Data Science Experience, IBM’s San Francisco design team also developed interface frameworks that are now used and applied across IBM.
One example: Cognitive Assistance for Data Scientists (CADS) suggests, tests, and deploys machine learning models for you, so you don’t have to be an expert data scientist to build cognitive applications.
IBM Data Science Experience, in function and form, helps simplify the data science universe. Today, Data Science Experience is one of the premier data science systems available on the market, with thousands of users worldwide.
The diligence and restless pursuit for innovation of the IBM Cloud design team is paying off and its work recognized. Last fall, the Data Science Experience won the prestigious 2017 Red Dot design award. And this week it was announced that the iF International Forum Design, GmbH, has given the IBM Data Science Experience its iF Design Award 2018 in the Communications — Software Application category.
And though such recognitions are well received, it’s what the designs enable people to do that keeps us driving into the future. | https://www.ibm.com/blogs/think/2018/02/data-science-design/ |
Many bioinformatics cores face a multitude of challenges. We recognized that the primary source of these challenges was the service-centric approach. So, we initiated the transformation of our bioinformatics core, Computational Sciences (CS), at the Jackson Laboratory (Jax) to be a science-centric collaborative research partner for our faculty and project stakeholders. We call our model as collaborative partnership model. With the effective replacement of the service model with the collaborative partnership model, CS now acts as both an effective collaborator and a co-driver of scientific research and innovation at Jax. In this paper, we describe the principles and practices we adopted to realize this transformation and present the resulting growth in the impact of CS in the research enterprise at Jax.
Introduction
Many bioinformatics cores have been set up to serve the informatics and statistical needs of research in faculty labs, especially in wet labs. The services offered by bioinformatics cores include experimental design, analytical pipeline development, basic to advanced data analysis, software application development, and computational resource management .
Unlike the other scientific cores with more concrete deliverables (e.g., genotyping and tissue imaging), a bioinformatics core is often confronted with substantive changes to the deliverables as the project progresses, and as such present a significant management challenge [3-4]. For example, the design and feature requirements of a software application that seeks to provide a user-friendly analytical tool can change dramatically upon user feedback. Similarly, the direction of a data analysis project may change as the findings at each stage of the project may need unforeseen analysis to be performed.
These fundamental challenges have become formidable by the increasing breadth and complexity of biomedical projects and ever-changing analytical tools [1,3-5]. The bioinformatic activities required for these projects are wide-ranging and can include: (i) integrative analysis of increasingly complex heterogeneous omics and imaging data, (ii) algorithm development, (iii) application of machine learning (ML) and artificial intelligence (AI), (iv) process and pipeline development, (v) identification of the appropriate set of self-service analytics tools, (vi) development of novel software applications to integrate data and tools for ease of access, and (vii) deployment of tools on local high-performance computing and cloud environments for optimal performance and scaling. Effective delivery of such projects requires the core staff to work at the convergence of biology, statistics, computer science, and emerging informatics technologies . In addition, bioinformatics cores face a significant compounding complexity of projects that vary dramatically in their size, nature (e.g., infrastructure, center, developmental and research projects), data availability (e.g., quality, quantity, heterogeneity, and sufficiency) , and project stakeholders (e.g., internal collaborators, pharma collaborators, and consortiums). These challenges become virtually unsurmountable when constrained by the transactional service-approach, which cannot scale to meet increased complexity [1-9]. Another major challenge is recruiting staff who have the skills to navigate the complex project space, and retaining them due to lack of career progression, lack of attribution of work, and appropriate rewards for their work.
To address these challenges, several recommendations were made by the heads of the bioinformatics cores: starting with Lewitter and Rebhan in 2012 to the recent publications by Judith et al , Chang et al [3-4] and Mazumdar et al . Lewitter and Rebhan’s recommendations encompass understanding the mission and organizational context of the core, staffing, staff training and support for staying connected with trends, prioritization of projects, partnerships with scientists, and conflict resolution. Though many of these recommendations are valid even today, the model of operation in many cores remain service-centric. Mazumdar et al highlighted the importance of programmatic collaborations and funding allocations within their cancer center. Whereas Chang et al [3-4] highlighted the importance of appropriately rewarding and supporting staff with career development opportunities that include appropriate attribution of credit, separate career tracks, and time for research. However, they also highlighted that these challenges persist despite separate career ladders. Both groups suggest bioinformatics faculty as part of the core.
Despite the recommendations offered in the literature, the current practice largely remains a transactional service approach and the challenges remain intact even today as highlighted by Chang et al [3-4] and Julie et al . The service approach typically includes a combination of practices: (i) a menu of services, (ii) a service level agreement (SLA), (iii) a statement of work (SoW), (iv) setting expectations, (v) time reporting, (vi) generating reports, and (vii) a feedback/improvement tracking system. However, these practices cannot address the above challenges. To be specific, a defined menu of services can protect the core from scope management-related issues, but it will limit the flexibility and innovation which, in turn, severely restricts the core’s ability to meet the complex, evolving bioinformatics needs of the research organization they serve. Similarly, Service Level Agreements (SLAs), meant to communicate expectations of mutual engagement with faculty, in concert with statements of work (SoWs), can help set expectations related to the scope of the work. Both mechanisms limit the flexibility needed to adapt to the natural evolution of most medium-to-complex projects and can limit the impact and collegial scientific discussion. In addition, many cores practice timekeeping and track detailed metrics of analyses, and track complaints using a feedback tracking system. Though they are useful in building trust, they have limited significance to the projects if the respective scientific questions are not answered, a new scientific discovery is not made, or a project fails to make an impact. These service-centric practices deepen separation between the core and the faculty labs which in turn may limit staff development and the ability to attract and retain talented staff who can provide scientific expertise and leadership at the bioinformatics core.
Faced with these challenges and lack of success in overcoming them with the traditional strategies using the transactional service model, ten years ago, we were motivated to replace the service-model with a new model called the Collaborative Partnership Model with a motto of ‘Focus on science, not service-practices’. In the collaborative partnership model, core scientists and engineers act as scientific collaborators and take co-responsibility for the project. However, the model required us to make transformative changes in every aspect of our bioinformatics core, Computational Sciences (CS). In this paper, we describe the principles used for comprehensive organizational transformation we created to successfully transform CS into a highly effective innovative and collaborative partner for the scientists and project stakeholders.
Principles and practices to establish a collaborative partnership model
We adopted the following principles and practices for the transformation CS to collaborative partnership model.
1. Establish an inspiring research-centric vision
Bioinformatics isn’t a transactional service, it is the pursuit of scientific knowledge . Hence, we set out the purpose of CS to co-lead innovative data science and application development that enables research and leads to important discoveries. With this vision, we aimed to transform CS into an innovative collaborative partner unit, where our faculty find their best computational collaborators who focus on the science and shoulder significant project responsibilities.
2. Develop a 360-degree view of the organizational context
To execute our vision for CS, we proactively engage leaders across the institution to develop a 360-degree understanding of the tri-partite, but intertwined, organizational context: (1) the institution, (2) the faculty and the technology groups, and (3) the CS staff.
The institutional context relevant to CS is a combination of the major research & education programs, faculty recruitment strategy, intramural funding priorities, and partnerships of the institution. Furthermore, we also pay close attention to the long-term vision and mid-term strategic priorities of the institution. These provided important inputs for our agile and sustainable approach to the transformation and operation of CS.
Besides broader institutional context, beyond the ongoing projects with CS, we engage faculty and technology leaders to understand their groups’ programs, emerging directions, informatics mentoring needs of their staff, short-term informatics support needs of their projects, and most importantly, science-focused informatics expertise CS brings to the table. They all together provide sustainable collaborations and long-term embedding for CS staff in research and technology programs which have helped us in transforming our group into an effective collaborative partner.
The CS staff play a very important role in the execution of the vision and success of the core as an effective innovative and collaborative partner. Our strategy included providing exciting collaborative opportunities, support for career growth, and projects that benefits and engages CS staff. The details are described in the following principles.
Together, we have taken a proactive approach to understand the context, lay out the strategy, and execute it to the benefit of all CS stakeholders and staff. We emphasized on accomplishing the benefits for the institution (efficiency and stability of the workforce), for the faculty and technology groups (flexibility and comprehensive collaborative expertise at a phone call), and for the CS staff (stability, research and leadership opportunities).
3. Create a matrix structure that supports major programs and projects
We developed a bi-modal matrix structure for CS: an administrative functional structure and an agile project structure
The administrative functional structure aligns with the major research and technology programs. At JAX, these areas included Cancer Informatics, Immuno-Informatics, Quantitative Genetics, Genome Informatics, Single Cell Genomics, AI/ML & Imaging, SQA, Systems Integration & Engineering, UI/UX & Visualization, and program management. We have appointed a leader for each program or vertical, who is responsible for planning, hiring and mentoring the associated staff to be experts and leaders in their programmatic area, and integrating with other groups within CS and across JAX.
Whereas the agile project structure is led by science and technology leads in CS and supports complex projects that require diverse skills spanning multiple verticals. For example, our PDX project requires staff who optimize genome analysis, carry out cancer data analysis, create visualizations, and automation of data analysis. A project leader draws their team from appropriate functional groups, work closely with the project sponsors, and shoulders the responsibilities for project execution. This structure is orthogonal to the administrative functional structure and offers greater agility.
Together, simultaneous operation of these orthogonal structures kept CS practically flat and integrated. As a result, we have been able to support a multitude of complex projects at JAX.
4. Implement programmatic embedding and matrix management of CS staff
Based on our 360-degree understanding of the Jax context and building on the above CS’s matrix structure, we embed each staff into one of the major programs at Jax so that our staff members receive programmatic mentorship and career planning from their CS functional leader while receiving project/domain mentorship from the respective collaborating faculty members and project leaders. To enhance the programmatic embedding, we adopted multi-channel flexible project intake in which the embedded staff also act as critical points of contact to the collaborators and feed that information to the CS management for further planning and resourcing of the projects. The programmatic embedding played a critical role in sustainable growth in collaborations, and attracting top talent, and development of CS staff.
5. Recruit researchers and engineers with leadership potential
To take up the above leadership responsibilities and proactive collaborators, we looked for candidates who, in addition to the necessary informatics skills, have a potential for and interest in leadership, a strong interest in and ability to conduct collaborative research at Jax, willingness to understand and own the scientific vision of projects, ability to manage multiple collaborations, excellent communication skills, and interest in a wide variety of informatics domains.
To attract such candidates, we revamped our career tracks to be inclusive and aspirational, with the central goal of creating a team that can offer co-leadership for research projects at Jax. Besides the analyst and statistician career tracks used in a typical bioinformatics core, we introduced the computational scientist track which was aimed to recruit collaborative researchers and project leaders. We revamped the software engineer track to scientific software engineer track to emphasize their collaborative role in science and leadership responsibility in research projects. Both tracks have five levels with an emphasis on innovation and collaboration at all levels, and special emphasis on research and project leadership at mid-to-senior levels. The progress of staff in a role depends on their demonstration of scientific/technological expertise, the leadership of complex projects/programs, impact as demonstrated by their primary and collaborative authorship on grant applications, role in project development, and scientific publications. As a result, the mid-to-senior level scientist positions emerged as quasi-faculty positions that fill important gaps between analysts and independent faculty. This clear definition of science and growth-centric career tracks, combined with the collaborative embedding, helped us attract top talent to CS which in turn reinforced our vision and drove the cultural shift in CS.
Building on our innovation and leadership-centric career tracks, we improved every step in the hiring process. We revamped our job postings to highlight collaborative research and leadership opportunities. The CV review criterion for scientists and analysts includes, besides technical skills, evaluation for strong programmatic research focus and innovative research as highlighted by both (co-)first author publications and other publications, grant awards, participation in grant authorship, research statement, and mentoring experience. A similar approach was taken for software engineers for their domain experience, as publications may not be expected of many software engineer candidates. We broadened our interview process to include CS-wide and institutional participation. The interview panel consists of teams of staff from different CS verticals as well as collaborators and leaders. The hiring managers communicate the input they seek from each team of the panel. The standard process included team-candidate interaction, seminars for scientists/analysts, and whiteboard sessions for software engineers to evaluate programmatic emphasis and problem-solving skills. Furthermore, we widened our recruitment channels with the help of our Education department, collaborators and CS staff.
6. Develop core staff into research and project leaders
To support the vision and continue the efforts in the hiring, we grow CS staff to be experts and leaders at the cutting edge of science and technologies relevant to Jax. The staff development principles are:
Integration of staff into programs by identifying projects and programmatic collaborations of interest to them.
360-degree mentoring on all fronts of their role in our core: collaborative interactions, project management, communication, and science & technology leadership. We use both performance dialogue as well as monthly discussions between staff and managers to accomplish it.
Develop T-shaped expertise which develops deep expertise in one area of bioinformatics such as cancer informatics or visualization while having a broad understanding of the skills required for complex bio-medical projects. Such a skill profile helps the staff to understand the complexity of the project, have seamless conversations with their team members, see their work in the larger context, and make them successful team players and key contributors to complex bio-medical projects. To this end, we require staff to take up informatics courses outside their core area of work e.g., all staff are required to take genetics & genomics courses, software engineers are encouraged to take courses in analytics, and biologists to take up computer science courses.
Provide research and leadership opportunities. We actively explore co-leadership opportunities for staff in the grant applications, identifying suitable intra-/extra-mural grant application opportunities our staff can apply for, and supporting project development in the emerging technologies, helping them to identify long-term collaborations, and offering supervisory opportunities.
Encourage staff to explore a multitude of career opportunities (sci & tech leadership, administrative functional leadership, and project leadership) available at CS and Jax. We actively understand their aspirations and identify suitable career followed by making necessary investments for each member of CS.
Conduct annual staff engagement surveys, retreats. The surveys help us get input from our staff to make necessary adjustments to our management and mentoring methodology, and the retreats engage them in the vision and trajectory of the CS. The staff engagement is also driven by staff participation and leadership in the new initiatives. In addition, the flexible work models and engagement with Diversity-Equity-Inclusion exercises further support staff growth.
Regular training for managers in management and communication which are essential in creating a conducive environment for open discussion and hence growth opportunities for staff.
7. Establish partnership with IT and other relevant departments across the institution
Information Technology (IT) is an important component of our everyday work and successful delivery of our projects. To this end, we have established partnership with IT group by working together in identifying, testing and deployment of relevant technologies and IT practices. Besides, the partnership has been realized via regular open communication, joint retreats, and working for mutual success. Our partnerships extended beyod IT, with all key relevant groups and departments: Education, Grants, and Human Resources. We prefer to be partners rather than customers with these critical groups as we value mutual engagement on opportunities, aspirations and limitations, and finding creative ways of identifying paths forward. The Education department channels trainees to CS, helps CS staff to participate in developing the educational strategy and educational deliverables, and provide relevant training for CS staff. Our partnership with the Grants office helps identify suitable funding opportunities, track grant applications that may require CS participation and establish collaborations in the project’s inception, and train CS staff in successful grant applications. For example, we got a feature added to the information system that helps us track the grant application proposals so that we can proactively touch base with the program leaders at the project’s earliest stage to plan for the appropriate staff to be embedded in the program. It also helped us plan for the recruitment of the appropriate talent and the re-training of current staff. Our partnership with Human Resources helps us develop good career tracks and grade them to be in line with the job market, enforcing uniform use of these tracks across the organization, developing manager training programs, and developing CS into an organization.
8. Cultivate a culture of collaborative team data science and establish a computational community
Instituting a collaborative culture is another critical element for the success of our vision. We used several strategies to accomplish it.
First, besides programmatic embedding, we co-located CS staff amidst the faculty labs. With the embedding, the CS staff deliver formal training programs to develop citizen data scientists, mentor trainees and junior staff, provide resource coordination among faculty labs and the core, ensure end-to-end engagement in projects. In addition, we encouraged collaborations by developing a repository of analysis pipelines which enabled not only efficiency, but also uniformity in practice and collaborative culture.
Second, the team data science approach plays a key role in establishing collaborative culture. Another dimension of modern bio-medical projects is the complexity stemming from their multi-disciplinary nature. To address this problem, like many data science organizations in the industry, we decided to develop unicorn teams that could deliver every skill and coordination essential for such projects. These teams are led by one of the experienced staff from CS or a faculty lab. The choice of the team lead isn’t dependent on the title or job type, but rather dependent on the interest in the leadership and ability to understand the multi-disciplinary members of the team.
Third, our emphasis on the integration of computational staff from faculty labs and CS is another key driver to establish a collaborative culture. Besides informal mentoring for faculty lab members by CS staff, a formal computational community was formed. The community is engaged with working groups along with bi-annual retreats. The community working groups are identified and led by a team of computational staff from CS, IT, faculty labs, and technology groups. The computational community is governed by a committee of staff from CS, IT, and faculty labs and services group. Program managers from CS and faculty labs collectively organize this committee and the community.
9. Develop and practice Research Project management
As a result of programmatic embedding of CS staff and our collaborative team data science approach, the relationship and communication problems were greatly reduced but not eliminated. These issues persisted due to the complex, data-intensive, and exploratory nature of bio-medical projects. To address this dimension of the problem we introduced Research Project Management (RPM) methodology. Major principles of our RPM methodology include: (1) knowing the scientific vision of the project by using the grant application or the project proposal as a reference point, (2) knowing the audience of the project, (3) understanding the multi-disciplinary matrix management, (4) flexible scope, schedule, and resource management, (5) monitoring and communication of progress, (6) joint team leadership by a research project manager and a sci/tech lead, and (7) engaging all stake holders and the team of the project. The engaged include faculty, supervisors of the team members, and partners of the project from across Jax. We used a two-pronged approach to deliver RPM: we train CS staff in the RPM methodologies to manage low to medium complex projects without adding administrative overhead, and developed a dedicated RPM group to manage complex long-term projects.
RPM has proven to be central to ensuring the consistent delivery of scientific results, improved planning and communication, and significantly increasing collaborator satisfaction and trust in CS. RPM has been supported by project management software. Overall, the RPM approach effectively established a open, transparent, and efficient workflow at JAX.
10. Measure and track the transformation and impact of CS
During the transformation, we realized that typical core-styled metrics (recovery, budget, and project wait times) do not drive the vision, justify the necessary investments, and identify the changes needed. Based on the premise that, “what we measure is what we optimize”, we defined and tracked several metrics to drive the collaborative science-centric culture. These included: (i) number of total and lead-authored publications of CS staff, (ii) number of grant applications supported and contributed to as primary authors, (iii) number of pipelines deployed and updated, (iv) number of trainees in the faculty labs mentored by our staff, (v) number of education modules delivered, (vi) number of citizen data scientists developed, and (vii) number of complex projects managed. Overall, the metrics captured the scientific, collaborative, mentoring and leadership performance of CS staff and CS. Whereas, the success of our managers is measured by the progress of the vision laid out, collaborator satisfaction, staff development, attrition rates, group productivity, and leadership. Today, these metrics provide a realistic and comprehensive view of the contributions of our core and are highly appreciated at JAX as measures of performance of CS leading to continued investment in CS by our collaborators and the senior management.
11. Plan for growth with multi-modal delivery
The transformation has been much more impactful leading to the explosion of demand for CS participation. To handle rapid growth in demand, we have taken number of steps: reorganization of CS as its size and demand surpasses the capacity of the existing structure, growing current staff into leadership roles, working with the JAX management on adjusting the funding as appropriate, and managing the expectations of the research enterprise.
Furthermore, during the transformation, we faced the challenge of balancing the effort allocation for projects of varying complexity and impact. For example, transactional bioinformatics requests are typically small and can be conducted in a day. Whereas the long-term collaborative projects require programmatic embedding and allocation of significant effort over a long period. Hence, we developed different modes of delivery depending on their complexity and impact: automation of analyses by developing and democratizing workflows, offering consultation for faculty lab staff who have significant computational skills but require expert input, created helpdesk to address non-programmatic requests that can be completed within a day, mentoring scientists in faculty labs to conduct low complexity analysis, and co-lead complex multi-disciplinary projects. The decisions are taken by the CS management in consultation with faculty and the team members.
An important aspect of growth planning is the communication of the impact of CS on research and the (co-)leadership provided by CS staff to the research enterprise. We introduced a quarterly newsletter that communicates metrics and the associated details. The newsletter is sent to the whole research enterprise.
Results
The transformation of CS resulted in numerous benefits to JAX. JAX benefits with the stability and efficiency of the scarce and valuable human capital, and effective complex team data science for the research enterprise; flexible, efficient, complex project resourcing along with bioinformatics partnership for faculty; and an enriching computational ecosystem that offers professional mentoring, career planning, and most importantly independence, flexibility, and professional development to the computational staff resulting in low staff attrition rates at CS compared to similar groups. In specific, the following areas of growth highlight the impact of our model.
Multifold growth in Funding and Staffing
Our total funding from intramural and extramural grants increased by >20x from 2012 to 2021 with CS effort on these grants increased from 2FTE to ∼40FTE. During the same period, the staffing has grown only by 4-fold. Such tremendous and efficient growth was possible as our vision and its execution using the above principles attracted top talent to CS which in turn attracted more collaborations and co-leadership opportunities, led to the virtuous cycle. Staffing in the key areas increased by more than 6-fold. We forecast this growth to continue as more faculty invest in and collaborate with CS.
Structure
The growth has been supported by two rounds of the significant revision of the structure of CS. We identified emerging technologies and programmatic areas at Jax and aligned the new structure with it. As a result, the number of thematic groups increased from 3 to 12 with a matrix structure co-led by managers and sci/tech leads.
Analytics evolved to support complex heterogeneous data and algorithm development
Capabilities, complexity, and productivity on the analytics front have seen huge growth. We developed and maintained 35+ workflows for processing bulk and single-cell sequencing of mouse and human omics data. The workflow repository includes optimized workflows for patient-derived xenografts (PDX) data. We have tremendously increased our capabilities of data analysis: from RNA-seq/WGS/Exome-seq data analysis for quantification/SNP calls in 2012 to a variety of bulk sequencing data, single-cell sequencing data, spatial transcriptomics data, and imaging data for diverse inferences e.g., SNPs, SVs, alternative splicing, cell type prediction, etc in 2021-22. These are all in addition to successfully collaborating with faculty on integrating this heterogeneous data to infer the biology of development and disease.
Software Applications delivered are multi-disciplinary and outward-facing
We had one external-facing software application developed and maintained in FY12. It was a database application, with no analytics embedded. By FY21, we had multiple software applications that host the data with analysis tools embedded. A significant number of them are external facing e.g., Mouse Phenome Database (MPD) , Gene Weaver [15,16], Clinical Knowledgebase (CKB) , and Human Phenome Ontology (HPO) database . In addition, several image and video processing applications have been developed for use within the technology groups at Jax. These applications include machine learning and data processing components too.
Projects are multi-disciplinary, and their complexity increased multi-fold
During this period, we have taken multi-disciplinary projects of multi-fold complexity and are successfully supported by cross-functional teams with a team data science approach. The projects we carry out today include data from a multitude of technologies and software application development. They include integrative analysis of heterogeneous data to algorithm development. We support this complex environment with a team of four research project managers who also play a significant role in the staff integration and efficient management of our matrix structure.
Leadership in research and development
CS scientists acted as PIs, Co-PIs, or collaborators for >15 grant applications a year and co-authored more than 120 articles in the recent 5 years with primary authorship in >40% of them. In addition, our CS staff regularly initiate grant applications in response to the internal and external funding opportunity calls, be corresponding authors on several publications, and deliver talks and participate in panel discussions at national and international conferences and workshops.
We have highlighted these growth areas along with the associated fold-change over FY12-21/22 period, in the table below.
Discussion
We accomplished the goal of transforming CS into a scientific organization that partners and closely collaborates with faculty labs, while also delivering its function as a bioinformatics core. Although our model differs from the original intent of bioinformatics cores, it overcomes the challenges inherent in a typical transactional service approach. Based on our experience, a bioinformatics core will be more successful if it effectively integrates with faculty labs and become indispensable research partner. This requires the ability to offer the expert, domain-specific collaboration that is essential for facilitating faculty in addressing their scientific questions.
Our model offers additional opportunities for the core as well as computational staff across the research enterprise. It will benefit the whole research enterprise in several areas that tremendously improve effectiveness and efficiency of the bioinformatics enterprise. This includes retention of knowledge, setting up common processes and pipelines, mentoring trainees, and cross-pollination of programs which can offer more opportunities to ask even bigger questions. We are at the inception of such a distributed enterprise at Jax with many working groups actively engaging each other.
However, the journey of transformation wasn’t without challenges. Major challenges include organizational buy-in, a cultural transformation towards collaboration and engagement, and the establishment of collaborations with partner departments. These challenges require constant transformative guidance by the leadership of the core, mentoring of the core staff to take up the collaborative leadership role, and steadily getting buy-in from the whole scientific enterprise.
Despite these challenges, this is an important journey for a core to take on and a very important direction for the respective scientific enterprises to invest in. However, it is important to note that paying attention to all principles outlined in this paper and in Judith et al are important to achieve such transformation.
Overall, for CS, we proceeded from one state to a nearest impactful new state in a step-by-step manner. For example, we transformed the service model to a collaborative model in the 1st phase. In the next phase, we transformed it to a co-leadership model. Now we initiated transformation to a pioneering innovation model.
Acknowledgements
We thank Prof. Ed Liu (former CEO and President of JAX) who set us to take this important path, Dr. Ken Fasman (the SVP of Research at Jax) who guided us through this complex journey, Dr. Lon Cardon (current CEO & President of JAX) for continued support, and the JAX’s-senior management team for their unwavering support for the transformation. We thank our faculty and the heads of the partner department who actively supported the model as it was being developed, and the CS leads/staff who relentlessly pursued the model and helped realize the vision. The work has been partly supported by the JAX Cancer Center Computational Sciences Shared Service (P30 CA034196). | https://www.biorxiv.org/content/10.1101/2022.09.21.508957v1.full |
PBX Engineering is an electrical, systems, and software engineering firm, with offices in Victoria, Vancouver, Squamish and Kelowna. We develop leading edge systems for municipal infrastructure, transportation, security, buildings, and industrial applications across Canada. Our extensive and diverse project portfolio includes infrastructure that positively impacts the public, as well as numerous award-winning projects.
The Vancouver office requires a Design Engineer to assist senior engineers in delivering projects.
PBX offers a challenging and rewarding environment. PBX employs innovative, critical thinkers who enjoy solving problems through creative and collaborative interaction. The selected candidate should be genuinely interested in participating in the mutually beneficial growth and technical development of a very strong and talented group of engineers and designers. Our diverse workload includes technical areas such as:
- Water and wastewater infrastructure including SCADA systems and Automation
- Power distribution systems including MV/HV substations, low voltage distribution, and grounding systems
- Intelligent Transportation Systems (ITS) including lighting design and traffic studies
- Security system design including CCTV, perimeter security, and access control platforms
- Building electrical systems including residential, commercial, and industrial facilities
Position Summary
Working closely with senior engineers , the Design Engineer will be an active member of the Municipal Utilities team, with responsibility for project tasks in the following areas:
- Perform client liaison and project management to support efficient and effective project delivery
- Prepare construction-related contract documentation
- Provide constructability reviews
- Conduct site assessments and equipment condition assessments
- Conduct site inspections, construction progress reviews, and field reviews
- Prepare, track, review, and manage construction documentation (change orders, site instructions, shop drawings, quality management forms, test plans, requests for information, as-built drawings, etc.)
- Oversee contractor quality control and testing activities
- Prepare calculations and simulations; Prepare cost estimates
- Produce drawings
- Prepare specifications, reports, technical memos, and other project documentation and deliverables
- Attend meetings
- Perform system commissioning and troubleshooting
- Develop software
- Manage teams and mentor junior staff, as and when directed
A successful candidate will help support and maintain the company’s large and diverse project portfolio, where opportunities for efficiencies will need to be identified and implemented in order to manage demands related to time and resources as the company grows and workload increases.
We are looking for someone who shares our passion for high quality work and who is interested in contributing positively to our corporate culture.
Qualifications
While in addition to experience with the above responsibilities, the qualifications for the position include:
- Degree in Electrical Engineering from an accredited university, or diploma in Electrical Engineering Technology program or equivalent from a recognized technical institute.
- Strong oral and written communication skills
- Effective interpersonal skills
- Eagerness to learn and a positive, professional attitude
- Able to effectively deal with a high level of responsibility and demanding work schedule
- Knowledge of the Canadian Electrical Code
- Strong computer skills including good working knowledge of the MS Office suite
- Eligible for registration with EGBC as an EIT/P.Eng., or as an AScT with ASTTBC, as appropriate.
The PBX Environment
We are a different firm. We believe in supporting the long-term career development of our staff through a diverse and challenging workload, industry engagement, and internal and external training. We apply the same effort in fostering a positive social environment as we do in developing innovative and successful projects. We continuously strive to make our firm the kind of place where people want to stay – and our flexible working from home arrangement, competitive benefits package and approach to compensation are structured to support that goal. We are looking for someone who shares our passion for high quality work and who is interested in contributing positively to our corporate culture.
Applications
Qualified applicants are encouraged to send their resumes, complete with references, via email to [email protected]. Include “Design Engineer” in the subject line.
Resumes will be accepted until position filled. | https://pbxeng.com/design-engineer/ |
Gender norms and gender role conflict/stress may influence HIV risk behaviors among men; however scales measuring these constructs need further development and evaluation in African settings. We conducted exploratory and confirmatory factor analyses to evaluate the Gender Equitable Men’s Scale (GEMS) and the Gender Role Conflict/Stress (GRC/S) scale among 581 men in rural northeast South Africa. The final 17-item GEMS was unidimensional, with adequate model fit and reliability (alpha = 0.79). Factor loadings were low (0.2–0.3) for items related to violence and sexual relationships. The final 24-item GRC/S scale was multidimensional with four factors: Success, power, competition; Subordination to women; Restrictive emotionality; and Sexual prowess. The scale had adequate model fit and good reliability (alpha = 0.83). While GEMS is a good measure of inequitable gender norms, new or revised scale items may need to be explored in the South African context. Adding the GRC/S scale to capture men’s strain related to gender roles could provide important insights into men’s risk behaviors.
We would like to thank the study participants for sharing their time and perspectives with us. We would also like to thank the staff of the MRC/Wits Rural Public Health and Health Transitions Research Unit (Agincourt) for their support of the parent study, including data collection. Tamu Daniel, Sheree Schwartz and Rushina Cholera also assisted with data collection. Dr. Cathy Zimmer at the UNC ODUM Institute for Research in Social Science provided valuable advice on the data analysis. This study was supported by a Ruth L. Kirschstein National Research Service Institutional STD/HIV Pre-Doctoral Training Award (National Institutes of Health DHHS/NIH/NIAID: 5 T32 AI 07001-35) through the University of North Carolina at Chapel Hill Institute for Global Health and Infectious Diseases. The National Institute of Mental Health provided funding for the parent study for this research (1RO1MH087118, A. Pettifor, PI; 1R21MH090887-01, S. Lippman, PI). | https://link.springer.com/article/10.1007%2Fs10461-016-1374-1 |
Social and emotional learning (SEL) helps students develop both social and emotional skills. These key skills complement traditional academic content for a more well-rounded, comprehensive education.
With minor variations, all SEL student programs work to develop five core competencies: self-awareness, self-management, social awareness, relationship skills and responsible decision-making.
As an alternative to focusing on a single negative behavior, teachers can take a comprehensive approach to tackling problems through SEL education. Negative behaviors may arise from limited emotional and social competence, which may be caused by negative family and environmental factors or genetic temperaments.
Schools and families can counter negative behaviors by modeling and teaching appropriate emotional and social skills.
The Collaborative for Academic, Social, and Emotional Learning (CASEL) has defined five interrelated sets of cognitive, affective and behavioral competencies for students.
The 5 SEL Competencies
To define SEL, CASEL has identified the following five cognitive, affective and behavioral competencies that students need to learn for greater success in life:
1. Self-Awareness
Self-awareness involves students tuning in to their feelings or thoughts. Students can identify how their emotions affect their own behavior. They also learn to recognize others’ needs and feelings. In understanding their own strengths and limitations, they establish a sense of confidence.
2. Self-Management
Students learn how to control their thoughts, emotions and behavior. Self-management skills help the student use appropriate play and social interaction skills, participate in classroom activities, and engage in instructional activities.
3. Social Awareness
Students learn to empathize with others and acknowledge differing points of view. They also recognize and learn how to conform to established norms for social and ethical behavior. A more accepting and respectful school environment results when students are more sensitive to others’ feelings.
4. Relationship Skills
Students learn to communicate clearly, listen well, cooperate with others and work through disagreements. They can also resist social pressure to mirror unhealthy behaviors. The ability to have positive interactions in social situations — whether at school, home or work — is an essential life skill.
5. Responsible Decision-Making
Students make decisions by taking ethics, safety, personal well-being, social norms, and the resulting consequences into consideration. Making a good decision involves asking questions:
- What can I do? (Creative alternatives)
- What do I need to know? (Useful information)
- Will I do it? (Commitment to follow through)
- What am I really deciding? (Helpful frame of reference)
- What do I want? (Clear values)
- Am I thinking straight? (Sound reasoning)
When their social and emotional skills are nurtured, students do better in all areas of their daily lives, including school.
If you’re interested in an academic career that involves the nurturing of social and emotional skills in learners, a master’s degree in educational leadership can be a good choice.
Through coursework required for an M.Ed. degree, teachers can learn ways to have a more meaningful impact on their students’ social and emotional learning. An M.Ed. degree can put you in the running for school leadership roles in the public and private sectors, including principal and assistant principal.
Louisiana State University Shreveport offers a Master of Education in Educational Leadership Online. The online M.Ed. program at LSUS is designed to develop culturally responsive educational leaders. Program graduates learn the fine points of serving a diverse student population that includes English language learners.
The M.Ed. in Educational Leadership program includes the following courses:
- Technology Leadership in Schools.
- Creating a Professional Learning Community.
- Legal & Ethical Issues in Education.
- Utilizing Data for School Improvement.
- Funding Public Education.
- Facilitating Human Resource Development and Empowerment.
- Mobilizing the Community.
- Curriculum.
If you are a certified teacher with leadership aspirations, a master’s degree can help you advance to the role of principal, assistant principal or other position of leadership. Through coursework focused on enhancing your management and leadership skills, you can prepare for new opportunities that require socio-culturally aware leaders to take charge.
Learn more about LSU Shreveport’s M.Ed. in Educational Leadership online.
Sources:
ASCD: Report Highlights Opportunities to Improve Social-Emotional Development in the Nation’s Schools
Understood.org: The Importance of Self-Awareness for Kids With Learning and Attention Issues
American Psychological Association: Social Awareness + Emotional Skills = Successful Kids
ACT for Youth: Social Awareness
Decision Education Foundation: Decision Skills
British Columbia Ministry of Education: Your Role in Helping Children and Youth Develop Healthy Relationship Skills
Vanderbilt University’s Center on the Social and Emotional Foundations for Early Learning: Helping Children Learn to Manage Their Own Behavior
Have a question or concern about this article? Please contact us. | https://online.lsus.edu/articles/education/importance-social-emotional-learning.aspx |
In honor of Pride month, we want to highlight LGBTQ+ data and collections at JHU and beyond. These datasets give us a lens through which we can observe and interpret the history of the LGBTQ+ struggle for equality and recognition, while also serving as a tool for progresss moving forward.
Datasets
Many of these data collections come from the ICPSR, the Inter-university Consortium for Political and Social Research, of which JHU is a member institution. ICPSR is the world’s largest collection of digital social science data and also provides leadership and training in data access, curation, and methods of analysis for the social science research community.
ICPSR Specific Datasets
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Generations: A Study of the Life and Health of LGB People in a Changing Society, United States, 2016-2019
Generations was conducted over a five-year period to examine health and well-being across three generations of lesbians, gay men, and bisexuals (LGB). The study explored identity, stress, health outcomes, and health care and services utilization among LGBs in three generations of adults who came of age during different historical contexts.
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TransPop
The TransPop study will be the first national probability sample of transgender individuals in the U.S. and thus will be provide a more accurate and detailed picture of the issues faced by transgender people. The study will provide researchers and policy makers with unbiased estimates about demographics, health outcomes and well-being, and health care needs of the transgender population, which will be crucial for designing evidence-based public health and policy interventions.
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The National Transgender Discrimination Survey, United States, 2008-2009
This study brings to light what is both patently obvious and far too often dismissed from the human rights agenda. Transgender and gender non-conforming people face injustice at every turn: in childhood homes, in school systems that promise to shelter and educate, in harsh and exclusionary workplaces, at the grocery store, the hotel front desk, in doctors’ offices and emergency rooms, before judges and at the hands of landlords, police officers, health care workers, and other service providers.
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Social Justice Sexuality Project: 2010 National Survey, including Puerto Rico
The Social Justice Sexuality Project (SJS) is one of the largest national surveys of Black, Latina/o, Asian and Pacific Islander, and multiracial lesbian, gay, bisexual, and transgender (LGBT) people. With over 5,000 respondents, the final sample includes respondents from all 50 states; Washington, DC, and Puerto Rico; in rural and suburban areas, in addition to large urban areas; and from a variety of ages, racial/ethnic identities, sexual orientations, and gender identities. The purpose of the SJS Project is to document and celebrate the experiences of lesbian, gay, bisexual and transgender (LGBT) people of color.
General Datasets
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Mapping the Gay Guides – Visualizing Queer Space and American Life
Mapping the Gay Guides aims to understand often ignored queer geographies using the Damron Address Books, an early but longstanding travel guide aimed at gay men since the early 1960s. Similar in function to the green books used by African Americans during the Jim Crow era to help identify businesses that catered to black clients in the South, the Damron Guides aided a generation of queer people to identity sites of community, pleasure, and politics. By associating geographical coordinates with each location mentioned within the Damron Guides, MGG provides an interface for visualizing the growth of queer spaces between 1965 and 1980.
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LBGTData.com
LGBTData.com serves as a no-cost, open-access clearinghouse for the collection of sexual orientation & gender identity data and measures. This site, developed by Dr. Randall Sell, a Professor at Drexel University’s School of Public Health, in the Department of Community Health and Prevention, also provides knowledgeable analysis, commentary and expert “how to” information on gathering such data effectively in scientific surveys, questionnaires and studies. Collected and categorized here you will find numerous datasets and links to rich data sources that are essential to LGBT health research, researchers, students, advocates and anyone interested in scientific-based information about LGBT people and populations.
Data Discussions
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Podcast: ICPSR Data Brunch Episode 4, Measuring Transgender Populations
The ICPSR Data Brunch Podcast where Skylar Hawthorne and David Thomas join to discuss three specific surveys of the transgender population in the United States, how best to measure “unseen” populations, and the ideal thickness of French toast.
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Video: Quantifying Gender Identities and Behaviors
Jacob Alden Sargent, Associate Director for Instruction and Research for the Center for Digital Liberal Arts at Occidental College, reviews some of the challenges in creating gender-inclusive categories in surveys using real-world examples. This presentation was recorded on September 22, 2020, as part of the 2020 ICPSR Data Fair: Data In Real Life.
JHU Collections
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Archives of Sexuality and Gender
With material drawn from hundreds of institutions and organizations, including both major international activist organizations and local, grassroots groups, the documents in this collection present important aspects of LGBTQ life. With material dating back to the sixteenth century, researchers and scholars can examine how sexual norms have changed over time, health and hygiene, the development of sex education, the rise of sexology, changing gender roles, social movements and activism, erotica, and many other interesting topical areas.
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Gender Studies Database
Gender Studies Database™ combines NISC’s popular Women’s Studies International and Men’s Studies databases with the coverage of sexual diversity issues. Gender Studies Database covers the full spectrum of gender-engaged scholarship inside and outside academia. Several thousand links to freely available and indexed full-text articles and documents on the Web are available. Source documents include professional journals, conference papers, books, book chapters, government reports, discussion and working papers, theses & dissertations and other sources.
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Sex and Sexuality
This collection explores changing attitudes towards human sexuality, gender identities and sexual behaviors from the nineteenth to the twenty-first centuries. Investigating the breadth and complexity of human sexual understanding through the work of leading sexologists, sex researchers, organizations and personal accounts.
Looking for Data?
Learn More About Data Services at the Library:
Data Services supports Johns Hopkins researchers, faculty, and students on the Homewood and East Baltimore campuses with a spectrum of resources for finding, accessing, and working with data to make your research and teaching successful. For consultations, training, and archiving services, please reach out via chat (Live chat hours: Monday to Thursday, 12 pm to 5 pm and Friday, 12 pm to 3 pm) or by email.
For more information about our services, visit our website at dataservices.library.jhu.edu.
For more data-related training and workshop please visit our Training and Workshops page. | https://blogs.library.jhu.edu/2021/06/lgbtq-data-and-collections/ |
Navona is a LED solution to replace traditional fixtures in parks, pedestrian areas, city centers. Timeless design incorporates the aesthetic necessities with the optimal optical distribution, providing several lumen packages with symmetrical and asymmetrical distribution and a power range from 16W to 72W, to meet a wide range of lighting scenarios. Navona offers a major increase in both vertical and horizontal light uniformity. Combined with the high chromatic reproduction contributed by LED technology (white light), this uniform quality facilitates face recognition and visual comfort. Its advanced optical design enables the light to be directed specifically where it is needed. | https://tungsram.com/en/products/decorative-pedestrian/navona |
So far we have studied the principles of design: balance and unity. We should be familiar with symmetrical and asymmetrical balance, approximate symmetry, and radial balance. We should also understand that we can unify our art by using dominant objects, repeating visual units, using certain color schemes, and introducing a certain surface quality/texture in our artwork.
This week we will begin studying another principle of design, contrast. Answer the following questions using complete sentences.
1. What is the art definition of contrast?
2. What is the difference between contrast and variety?
3. Why would an artist want to use contrast in his or her work?
4. Think about a visual contrast somewhere here at school. Describe that contrast.
5. Consider the painting below. Describe two contrasts you see. | http://www.marshihuneycutt.com/assignments/balance-unity-and-now-contrast |
This Data Bulletin explores the data challenges and gaps related to assisted voluntary return and reintegration (AVRR). AVRR is an indispensable part of a comprehensive approach to migration management. It contributes to achieving safe, orderly and dignified migration, as it safeguards the human rights of migrants, upholds international principles and standards, and contributes to preserving the integrity of regular migration structures and asylum systems. AVRR relies on partnerships and institutional dialogue, as well as data collection, monitoring and evaluation for evidence-based policy and programme formulation. | https://publications.iom.int/books/data-bulletin-informing-global-compact-migration-assisted-voluntary-return-and-reintegration |
Council consults on enforcement for Private Sector Housing
The Council is currently consulting on its draft Private Sector Housing (PSH) enforcement policy as it proposes to introduce and implement new powers that includes enabling civil penalties to be used as an alternative to prosecutions along with the proposed fine structure for these penalties.
It will also help to streamline our private sector housing enforcement policies and ensure there is a clearer and transparent approach to enforcement and how matters are dealt with by the Council.
The Council is providing the opportunity for local landlords to comment on the new approach and whether the proposed charging structure is fair and proportionate to the level of breach involved.
Cabinet Lead for Social Policy Cllr Tina Campbell said, “Effective enforcement is an important role for the Council as a means of maintaining public confidence in the quality and safety of private sector housing within the borough and supporting our residents’ right to live in an environment that is safe & healthy. She added, “We want to work with local landlords to ensure we have a robust and proportionate approach and I encourage landlords to comment and help shape our approach to dealing with private sector housing in the future.”
Enforcement powers are part of the statutory obligation placed on the Council to keep housing conditions within the borough under review and take appropriate action where identified to ensure suitable standards are maintained. This new approach upholds the principles and approaches of set out in the Corporate Enforcement Strategy of proportionality and transparency that contributes to the aim to minimise harm, promote wellbeing & prosperity. | https://www.eastleigh.gov.uk/latest-news/private-sector-housing-consultation |
This position will not be assigned to one hospital. They will be required to travel and be assigned to Bridgeport, Greenwich, and Yale New Haven Hospital based on the business need.
\u2022 The Registered Nurse (RN) uses the nursing process of assessment, planning, intervention and evaluation while caring for our patients maintaining confidentiality and dignity. In addition provides safe, effective evidenced based care tailored to the individual needs of the patient and family. As a core member of the care delivery team, the RN partners with the team to facilitate the coordination of patient care at the unit level using the principles of patient/family centered care.
\u2022 Demonstrates a holistic and caring approach throughout the nurse patient relationship.
\u2022 Collaborates with members of the multidisciplinary team to support the work of the team, unit activities and the accomplishment of positive patient outcomes.
\u2022 Delegates responsibilities to appropriate members of the care delivery team based upon an understanding of others'' scope of practice, knowledge and capabilities to ensure optimal use of personnel.
\u2022 Contributes to a positive work environment by being responsive to the need for change.
\u2022 Maintains a collaborative work environment with staff members through respect and recognition of cultural and human diversity.
\u2022 Responsible for being current with staff meeting minutes and other communication important to the care of patients and families and to the organization.
\u2022 Actively supports student learning.
\u2022 Assumes responsibility for continued learning and integration of evidence based practice.
\u2022 Delivers excellence in patient care through compliance with all patient safety and regulatory initiatives.
\u2022 Communicates in a calm professional manner with patients, families, colleagues, members of the care team and other hospital personnel, accepts end elicits feedback and works toward resolving problems and clarifying issues and concerns.
\u2022 Uses resources in a fiscally sound manner.
All Registered Nurses must have a current BLS certification. Must be currently enrolled in a BSN program.
In personal and job related decisions and actions, consistently demonstrates the values of integrity (doing the right thing), patient-centered (putting the patient and families first), respect (valuing all people and embracing all differences), accountability (being responsible and taking cation), and compassion (being empathetic). | https://jobs.ynhhs.org/jobs/3256934-registered-nurse-i |
It is Saybolt's mission to provide a fast, accurate, professional, independent and efficient service in a manner that reflects total commitment to today’s most exacting standards.
Saybolt Norway will support and provide added value to customers and stakeholders by being focused and attentive to their needs in the global marketplace, whilst being recognised by both our employees and the industry for excellence, integrity and reliability. We will ensure a safe, pleasant and friendly work environment for our employees, encouraging them to achieve maximum fulfilment and growth, and to be recognised as well-trained, trustworthy and quality-oriented personnel.
Saybolt Norway will reach out for new technical opportunities to broaden horizons, utilising all available resources and by the provision of a responsive communication channel for innovative ideas and constructive criticism. | http://saybolt.no/mission.html |
The Home Assistant works as a team member under the supervision/direction of the Care Manager or Registered Nurse in Charge in accordance with the Aged Care Quality Standards and TLC policies and procedures.
This role contributes to a safe, clean, home like living environment for residents and is responsible for daily servicing of resident’s bedroom including bed making and general tidying of resident’s rooms.
Qualifications / Experience Required
Home Assistant does not require any accredited training or formal qualifications
Key Skills and Competencies
Job Competencies
• Respects the dignity, privacy and individuality of residents and keeps confidential resident information
• Ensuring a high and consistent standard of work in line with TLC policies and procedures, ensuring compliance with relevant legislation
Personal Competencies
• Well-developed communication skills
• Attention to detail
• Demonstrates a commitment to a culture of excellence
• Displays a understand service delivery focus
• Presents a positive attitude and an ongoing commitment to position responsibilities and organisational goals
• Ability to work as part of a team, as well as accept direction, responsibility and work unsupervised
Training and Compliance
Mandatory Training
• TLC Induction
• Health Services Induction
• Reporting Abuse and Serious Incidents in Aged Care
• Manual Tasks in Aged Care
• Manual Handling
• Fire and Emergency Training
• Training modules as outlined on the TLC Training Matrix
Compliance Requirements
• Compliance with TLC Vaccination policy
• Current NDIS Worker Screening Check Clearance
Key Results Areas
1. Demonstrates and upholds the mission and values of TLC Healthcare
• Understands and role models the TLC Values
• Demonstrates a duty of care and mutual respect for colleagues and residents
2. Demonstrates exceptional commitment to resident environment
• Respects the individual wishes of each resident
• Contributes to a positive environment for residents and other workplace participants
• Completes duties lists consistent with requirements of the role of a Home Assistant.
3. Takes responsibility and contributes to maintaining a safe, clean, home like living environment for residents.
• Cleaning and making of resident’s beds
• Cleaning and tidying residents’ room
• Assisting with delivery and collection of resident’s meal trays and water jugs
• Assist residents with any other general household duties
• Assist in folding and sorting resident clothes in their room when required
• Adhere to Aged Care Quality Standards and relevant legislation.
• Escort residents in walking from their room around the home i.e. to beauty therapy, physio, GP appointment or general walking.
• Assist residents to access TV programs, reading materials, games or other activities.
• Assist in setting up Wi-Fi- computer software like facetime, Facebook to connect with their loved ones.
• Distributes resident newspapers, mail and other reading material.
• Looks for/Seeks qualified care worker assistance when a resident requires personal care.
• Assists residents to the TLC Café and to serve tea/coffee.
• Responds to call bells and completes non-personal care tasks.
• Reassures and talks with a resident when waiting for care staff to attend a call bell.
4. Demonstrates a commitment to Quality and Continuous Improvement
• Works in a manner that ensures TLC Aged Care meets accreditation requirements
• Identifies areas for improvement and actively works to implement improvements
• Provides feedback and discusses proposed improvements and goals with General Manager or Care Manager. | https://www.collegerecruiter.com/job/619039117-home-assistant |
The culture at InquisIT distinguishes itself from other companies in the way we…
intelligently, creatively, and innovatively, making decisions quickly, but thoughtfully, with a constant focus on customer success.
with courage, in a team-oriented, open and transparent environment where everyone is respected and encouraged to participate and share ideas and opinions.
as a hard worker, passionate, energetic, and a fresh thinker who is highly-motivated and pro-actively delivers results beyond customer expectations.
as a team player and collaborator who is loyal, trustworthy, and committed to the shared vision of the company and earning customers’ business every day.
as stewards of the American Taxpayer, maintaining a superior Standard of Excellence, and working to make people’s lives better and safer.
Mike McDermott – President, InquisIT
InquisIT’s culture is built on a foundation of honesty, mutual trust, collaboration, and innovation. These are the things that make us feel empowered to do something great, to contribute in a safe environment where fresh ideas are sought out and recognized, and where working as one team results in success for everyone.
InquisIT’s leadership contributes greatly to the energy and enthusiasm within our culture. They set the standard for performance excellence for all employees and they model that behavior for us every day. They support new ideas and value positive change; they enjoy social times and employee comradery, and they take opportunities to praise and reward our efforts to create and innovate for the good of all. We are energized and inspired by their professionalism and leadership strength! | https://www.inquisitllc.com/careers/culture/ |
Highly skilled and overly student-focused educational leader possessing a strong commitment to the development of students, staff, and providing a stimulating, safe, and motivating learning environment. Dynamic visionary leader and solid team player with a proven track record in collaborating with the school community, increasing student academics, and maintaining excellence in education. Trustworthy professional with superior communication skills to develop strong and lasting relationships with all members of the school community.
Supervise the total operation of CCMS. Responsible for curriculum implementation, school improvement, scheduling, maximizing FTE, personnel, budgeting, maintenance and operations, supervision of students, and discipline.
Served as interim Elementary School Principal during unexpected administrative vacancy while also serving as Middle School Principal.
Supervised a team of professionals including para-professionals, nurses, and support staff. Responsible for implementing and monitoring a school-wide discipline plan including school bus discipline. Devised and coordinated scheduling, creating, and tracking work orders. Liaise for cafeteria, custodians, and maintenance staff on a daily basis, ensuring a safe and healthy learning environment for all school members.
Decreased school-wide discipline by seventy-five percent.
Contributed to the academic and social tone of the school through the consistent demonstration of professionalism and enthusiasm of the school community; upheld a commitment to educational excellence, establishing and promoting an atmosphere of mutual respect and trust.
Developed a solid cohesive educational team by setting high expectations and encouraging team approach; established committees to address school issues and goals, promoting creativity and career development to all staff, allowing ideas and opinions to be shared. | http://achs.atkinson.k12.ga.us/?PageName='PrincipalsCorner' |
Index Financial Group’s comprehensive governance structure has been developed over decades of practice to encompass transparency and accountability. With our client-based and stakeholder-conscious approach, we strive to provide a service which not only fulfills our legal requirements, but maintains our integrity within the financial and social areas in which we operate.
Index Financial Group’s investment consultancy team, consisting of professionals at the forefront of the industry with years of experience, is tasked with overseeing and developing our strategic direction, helping us to establish and adhere to ethical practices and uphold our stakeholders’ interests. Our operational structure maintains and upholds our core principles of transparency and corporate accountability, guiding our financial advisors, management and general employees to ensure we hold ourselves to the highest ethical standards.
At Index Financial Group, we firmly believe in maintaining our integrity by investing in and partnering with entities and individuals who share our ideals. When evaluating investment opportunities and our partners, we assess and scrutinize both their operational structure and business practices by studying their history and researching previous dealings. We strongly believe that the proliferation of accountable corporate governance throughout the financial industry is dependent upon supporting and working with those who share our commitments to responsible business practices. | http://indexfinancialgroup.com/corporate-governance/ |
Cuyuna Regional Medical Center’s Environmental Services Manager SJ Wieczoreak of Aitkin was promoted to Environmental Services Director effective May 3.
In her new position, she will be responsible for maintaining housekeeping services. Wieczoreak’s duties include ensuring a safe, sanitary, and clean environment for all patients, visitors, and employees. She supervises all staff, maintains compliance, and upholds requirements and regulations.
Wieczoreak had been EVS Manager since January. She previously worked for CRMC as a dietary aide and cook at Heartwood Senior Living Community for three years before being promoted to Assistant Director of Culinary Services. Her most recent employment was with the Developmental Achievement Center of Aitkin County as their Community Relations Manager.
Originally from Kilkenny, Minn., she is a graduate of James Madison High School in Norcross, Georgia, and studied communications and nursing at Central Lakes College in Brainerd. She and her husband, Joe, have five beloved four-legged kids, Jasmine, Aspen, Abby, Ally and Jaxs. | https://www.cuyunamed.org/news-events/wieczoreak-promoted |
Based on the completion of orientation, floating to another hospital will be planned and pre-assigned.
As a core member of the Care delivery team, the Registered Nurse practices as the patient's nurse and collaborates with the team to facilitate the coordination of patient care at the unit level. Through utilization of the nursing process, the nurse assesses and treats patient and family responses to actual or potential health problems. The registered nurse is accountable to the patient, family, peers and manager.
Patient care is demonstrated by working with patients and their families based on the Standards of Professional Behavior with attention to patient centered care. Key principles for patient centered care are participation, dignity, respect, information sharing and collaboration.
1.1. 1.1 The Registered Nurse (RN) uses the nursing process of assessment, planning, intervention and evaluation while caring for our patients maintaining confidentiality and dignity. In addition provides safe, effective evidenced based care tailored to the individual needs of the patient and family. As a core member of the care delivery team, the RN partners with the team to facilitate the coordination of patient care at the unit level using the principles of patient/family centered care.
2.1. 2.1 Demonstrates a holistic and caring approach throughout the nurse patient relationship.
3.1. 3.1 Collaborates with members of the multidisciplinary team to support the work of the team, unit activities and the accomplishment of positive patient outcomes.
4.1. 4.1 Delegates responsibilities to appropriate members of the care delivery team based upon an understanding of others' scope of practice, knowledge and capabilities to ensure optimal use of personnel.
4.2. 4.2 Contributes to a positive work environment by being responsive to the need for change.
4.3. 4.3 Maintains a collaborative work environment with staff members through respect and recognition of cultural and human diversity.
5.3. 5.3 Responsible for being current with staff meeting minutes and other communication important to the care of patients and families and to the organization.
5.4. 5.4 Actively supports student learning.
5.5. 5.5 Assumes responsibility for continued learning and integration of evidence based practice.
5.6. 5.6 Delivers excellence in patient care through compliance with all patient safety and regulatory initiatives.
6.1. 6.1 Communicates in a calm professional manner with patients, families, colleagues, members of the care team and other hospital personnel, accepts end elicits feedback and works toward resolving problems and clarifying issues and concerns.
6.2. 6.2 Uses resources in a fiscally sound manner.
All Registered Nurses must have a current BLS certification.
Provides nursing care to an individual or group of patients. Recognizes changes in patients condition and reports such changes to the Physician or Advanced Practice Provider and /or the organizational leadership such as the unit's charge nurse, off shift leaders or the unit manager or assistant manager. Uses and manages material resources in a cost effective manner.
In personal and job related decisions and actions, consistently demonstarates the values of integrity (doing the right thing), patient-centered (putting the patient and families first), respect (valuing all people and embracing all differences), accountability (being responsible and taking cation), and compassion (being empathetic).
Plans, develops and implements patient care plans; evaluates the effectiveness of existing patient care and in the plan of care and modifies the plan of care to meet patient needs. | https://jobs.ynhhs.org/jobs/3528456-registered-nurse-i |
As the gut of the world, soil microbes play crucial roles in maintaining healthy soil, which contributes to a cleaner environment and nutrient-dense food.
Sarah Hargreaves is a soil microbial ecologist specializing in microbial communities in agricultural ecosystems. Her research interests include plant-microbe interactions as they relate to nutrient cycling and soil health. Sarah now focuses her expertise as a researcher as Program Manager for Ecological Farmers Association of Ontario’s new Farmer-led Research Program. She also fosters microbial life on her new farm, Three Ridges Ecological Farm, where she grows diversified perennial crops and raises pastured livestock with her husband, Drake, south of Aylmer, Ontario.
Bradford M.A. Re-visioning soil food webs. (2016). Soil Biology and Biochemistry. 102, pp.1-3.
Philippot L, Andersson S.G., Battin T.J., Prosser J.I., Schimel J.P., Whitman W.B., Hallin S. (2010). The ecological coherence of high bacterial taxonomic ranks. Nat Rev Microbiol, 8(7), pp.523-9.
Turner T.R., Ramakrishnan K, Walshaw J, Heavens D, Alston M, Swarbreck D, Osbourn A, Grant A, Poole P.S. (2013). Comparative metatranscriptomics reveals kingdom level changes in the rhizosphere microbiome of plants. ISME Journal, 7(12), pp.2248-58.
Wittebolle L, Marzorati M, Clement L, Balloi A, Daffonchio D, Heylen K, De Vos P, Verstraete W, Boon N. (2009). Initial community evenness favours functionality under selective stress. Nature, 458(7238), pp.623-6.
An approach to farming called Ecological Farming studies the interactions between microbes and the soil. This approach to farming looks to maintain important ecosystems in food production and preserve the nutritional quality of the soil. | https://www.townhallmedicine.com/our-experts/dr-sarah-hargreaves-phd/ |
Health and Safety
JWCE is committed to maintaining a safe and healthy work environment for each employee and ensures compliance with all applicable occupational safety and health regulations. The Injury and Illness Prevention Program (IIPP) complies with the Cal/OSHA requirement to develop a written IIPP (CCR Title 8, Section 3203).
Managers and supervisors are responsible for implementing and maintaining the IIPP in their work areas and for answering worker questions about the IIPP. A copy of this IIPP is available from each manager and supervisor.
Everyone, including managers and supervisors, are responsible for using safe work practices, following applicable policies, and taking ownership of roles. Our system of ensuring that we comply with the rules and maintain a safe work environment includes:
- Keeping everyone informed of the IIPP;
- Evaluating safety performance of all workers (such as number of recordables);
- Recognizing employees who perform safe and healthful work practices (conservative effort by the Safety Team Executives);
- Providing training to employees whose safety performance is deficient; and
- Taking corrective action against those who do not comply with safe and healthful work practices.
Overall, we are committed to continually improving our Health and Safety standards, culture, and performance, and will transparently report our performance goals and metrics. We will continue to maintain appropriate controls, including periodic review, to ensure that this policy is being followed. | https://www.jwce.com/health-safety/ |
At Dream Girl Foundation our mission is to strenghthen the leadership, power and the voices of young girls entering into womanhood from marginalised an underserved communities. We believe that woman are creators of this beautiful world and we strive to ensure that they lead a respectful life.
OUR VISION
We envision a world in which all girls and young woman, regardless of race, ethniticty, income level or social status, are nurturted and empowered to reach their full potential.
OUR VALUES
Value - We have passion for delivering value to woman through excellent training, counselling and empowerment sessions. We treat all individuals with respect and sensitivity, recognising the importance of diversity. We are committed to the importance of diversirty. We are committed to the highest level of integrity in every aspect of our business, while leading by example.
Integrity - The Dream Girl Foundation is comitted to act with integrity, creating & maintaining a safe environment, trustworthy relationships, through mutual respect, confidentiality and honesty which are core components of the foundation. | https://www.backabuddy.co.za/charity/profile/dreamgirl-foundation |
To provide support to all aspects of our business, while operating in a manner aligned with our corporate ethos of honesty, integrity and respect.
Most importantly, you will be partly responsible for maintaining Quotevine’s excellent reputation. We are a young company so you will need to be ambitious, flexible, trustworthy, hungry for success and a self-starter.
In return we will give you great tools, a relaxed working environment and exposure to a wide range of experiences which will allow you to develop the skills necessary for a successful career with us. We will give you the chance to become a key member of the organisation and if expectations are consistently met, you can look forward to an equity stake in the business. | https://quotevineapp.com/careers/customer-support-assistant/ |
JOB SUMMARY: This position will ensure guests receive breakfast by preparing and maintaining a clean,
well-stocked and well organized kitchen. Provide quality service to all guests while keeping a positive
attitude.
MAJOR / KEY JOB DUTIES
• Maintain a positive work atmosphere by acting and communicating in a manner so that you get
along with guests, vendors, co-workers and management.
• Provide the highest quality of service to the customer at all times. This means smiling and
addressing each guest with a “Good morning.”
• Promptly and effectively assist with guests’ requests and complaints.
• Set up breakfast area, dining room and kitchen for operation in a timely and efficient manner.
• Maintain breakfast area, dining room and kitchen during operational hours in a timely and efficient
manner.
• Break down breakfast area, dining room and kitchen at closing time using storage standards as
well as cleaning duties as assigned.
• Perform weekly, monthly and daily cleaning duties as assigned by supervisor.
• Ensure food order delivery accuracy while maintaining “first in first out” inventory methods as well
as labeling methods.
• Notify supervisor of any issues or shortages.
• Practice safety standards at all times.
• Maintain food logs, temperature logs, and red books as required by brand each day.
• Comply and practice hygiene standards in accordance with city and state health codes.
• Understand and continuously use the Quore system.
• Carry out any reasonable request by management.
SUPEPRVISORY RESPONSIBILITIES:
• N/A
QUALIFICATIONS:
• High School Diploma or equivalent preferred.
COMPETENCIES:
• Ethics- Treats people with respect; works with integrity; Upholds organizational values.
• Customer Service- Responds promptly to customer need for service and assistance;
• Attendance/Punctuality--Is consistently at work and on time; Ensures work responsibilities are
covered when absent; Arrives at meetings and appointments on time.
• Quantity--Meets productivity standards; Completes work in timely manner; Works quickly.
• Diversity - Shows respect and sensitivity for cultural differences; Promotes a harassment-free
environment;
• Adaptability - Adapts to changes in the work environment; Able to deal with frequent change,
delays, or unexpected events
• Safety and Security - Observes safety and security procedures; Reports potentially unsafe
conditions; Uses equipment and materials properly.
• Teamwork - Exhibits objectivity and openness to others' views; Contributes to building a positive
team spirit; Puts success of team above own interests;
PHYSICAL DEMANDS AND WORK ENVIORNMENT:
• Must be able to able to move, lift, carry push, pull and place objects less than or equal to 50
pounds without assistance.
• Continually required to walk, stand, and sit.
• Frequently required to utilize hand and finger dexterity.
• Frequently required to taste or smell.
• Frequently required to climb, balance, bend, stoop, kneel or crawl.
NOTICE: The hotel business functions seven days a week, 24 hours a day. All associates must
acknowledge this and be aware that at any time it may be necessary to move associates from his/her
accustomed shift as business demands. | https://business.nvcoc.com/jobs/info/hotel-gaming-leisure-and-travel-breakfast-attendant-4174 |
2 years of college and at least 1 full year of experience.
CERTIFICATION
CPR/First Aid/AED
SCHEDULE
Thursday and Friday 3:00pm–11:30pm, Saturday 12:00pm–8:30pm
SALARY
$16.00/hour
GENERAL DESCRIPTION
The primary function of this position is to guarantee unsurpassed customer service to People Serving People’s guests by performing and providing quality control for all Front Desk activities, and ensuring the effectiveness of a 24/7/365 operation at the heart of People Serving People’s emergency shelter.
ESSENTIAL FUNCTIONS OF THE JOB
- Contributes to warm, friendly environment by greeting, smiling and practicing other acts of basic hospitality.
- Maintains a high level of knowledge about guest population and passes information to the next shift via diligent shift crossover meetings.
- Processes intakes and voucher renewals, checks paperwork, makes corrections and verifies accuracy of the room board and audit reports.
- Operates agency computer systems and networks and keeps records current.
- Understands and follows People Serving People’s Organizational polices, Front Desk policies and procedures.
- Exercises sound judgment when responding to unanticipated guest issues.
- Responds to guests’ requests for information and necessities.
- Enforces People Serving Guest’s rules and expectation for guests.
- Records behavioral issues, warnings and restrictions for Front Desk and Security teams.
- Answers telephone, receives and issues messages for guests in keeping with Data Privacy provisions.
- Documents facility information and submits work orders when necessary.
- Stands-in for Security when requested or when deemed necessary.
- Support department to fill-in shifts when needed.
- Teams with other agency departments to provide coordinated guest support.
- Communicates and coordinates with county partners on guests matters.
- Works reliably, independently and effectively without onsite management supervision
- Coaches & directs volunteers.
- Performs stocking and cleaning responsibilities outlined in 3rd Shift Front Desk Duties & Stocking List
- Performs additional duties as assigned by Resident Resources Manager and Coordinators.
SUPERVISORY RESPONSIBILITIES
None
COMPETENCIES
Interpersonal Skills – Maintains confidentiality; Listens to others without interrupting; Remains open to others’ ideas and tries new things.
Ethics – Treats people with respect; Inspires the trust of others; Works with integrity and ethically; Upholds organizational values.
Planning/Organizing – Prioritizes and plans work activities; Uses time efficiently. Completes administrative tasks correctly and on time. Follows instructions, responds to management direction.
Communication – Listens and gets clarification; Responds well to questions; Speaks clearly and persuasively in positive or negative situations. Writes clearly and informatively. Able to read and interpret written information.
Teamwork – Balances team and individual responsibilities; Gives and welcomes feedback; Contributes to building a positive team spirit; Puts success of team above own interests; Supports everyone’s efforts to succeed. Contributes to building a positive team spirit; Shares expertise with others.
Adaptability – Is able to adapt to changes in the work environment. Manages competing demands. Changes approach or method to best fit the situation. Able to deal with frequent change, delays, or unexpected events.
Technical Skills – Assesses own strengths and weaknesses; Pursues training and development opportunities; Strives to continuously build knowledge and skills; Shares expertise with others.
Dependability – Follows instructions, responds to management direction; Takes responsibility for own actions; Keeps commitments; Reports to work on time; Provides ample notice of time off; Commits to long hours of work when necessary to reach goals; Completes tasks on time or notifies appropriate person with an alternate plan.
Quality – Demonstrates accuracy and thoroughness; Looks for ways to improve and promote quality; Applies feedback to improve performance; Monitors own work to ensure quality.
Crisis Management – Demonstrates ability to assess a potentially dangerous situation, keeping in mind residents’ rights as well as larger agency goals for safety and humane treatment of all people involved, to gain residents’ confidence, and assist in defusing potentially threatening situations and to intervene in crisis situations.
Stress Management – Demonstrates capacity to maintain personal control and a balanced approach to stressful conditions.
Tolerance – Demonstrates ability to work with diverse cultural and socio-economic disadvantaged individuals and families.
COMPUTER SKILLS
- Solid computer skills and experience with Microsoft applications.
- Experience working with CRM preferred.
OTHER QUALIFICATIONS
- Experience working as part of a team.
- Experience working with people from diverse cultural and socio-economic backgrounds.
- Experience working with homeless families and/or individuals preferred.
- Knowledge of Hennepin County shelter system preferred.
PHYSICAL DEMANDS
While performing the duties of this job, the employee is regularly required to talk or hear. The employee is frequently required to stand; walk; sit; use hands to finger, handle or feel and reach with hands and arms. The employee is occasionally required to climb or balance; stoop, kneel, crouch or crawl and taste or smell. The employee must be able to lift and/or move 25 lbs.
WORK ENVIRONMENT
The noise level in the work environment is usually moderate.
People Serving People is an EEO employer fully committed to attracting, retaining, and promoting the most qualified individual without regard to race, religious creed, color, age, sex, national origin, ancestry, marital status, sexual orientation, disability or any other classification protected by applicable federal, state, or local law. We are dedicated to providing and maintaining an inclusive work environment free from discrimination and harassment, where employees are treated with respect and dignity. Individuals who have experienced homelessness are encouraged to apply.
HOW TO APPLY
Excellent working conditions and benefit package including medical insurance, company paid dental/basic life insurance and PTO.
Please mail or email cover letter and resume to: | https://www.peopleservingpeople.org/front-desk-associate-part-time/ |
Imagine that your home security system sounds an alarm at random intervals multiple times of the day, often for no urgent reason. Do you think after a while you'd pay less and less attention - or react more slowly -- to the alarm?
Now imagine you're a hospital nurse with hundreds of alarms sounding on your floor for various reasons - many with little-to-no urgency. Except patient lives are now on the line.
A Patient Safety Issue
Alarm fatigue - growing so accustomed to hearing countless patient alarms that caregivers begin to tune them out or slow down their reaction to them - is a serious threat that puts patients' safety at risk while impacting the stress level of every caregiver and their care environment.
It is so serious that in 2013 The Joint Commission (TJC) added clinical alarms to their list of national patient safety goals. And the problem continues to make the ECRI's (formerly the Emergency Care Research Institute) list of top 10 health technology hazards.
A 2015 study of the alarms at one typical medical/surgical hospital in the United States found that, in most cases, only 10 percent of alarms were actionable. Which means that caregivers were spending time responding to alarms that, nine times out of 10, were non-actionable.
Of course, the care team had no way of knowing the severity of the situation until they tracked down where the sound was coming from and physically entered the room. So, it's probably logical that after responding repeatedly to non-actionable alarms in a patient's room, a nurse might naturally assume that any given alarm from that room might also be a false positive: until it isn't ... and an event occurs.
Many hospitals are now harnessing new technology and data capture to get a handle on the burgeoning safety problem. Hospital staffs hear hundreds of alarms per patient per day. As heavy workloads increase the likelihood of burnout, nurses are more at risk for developing alarm fatigue. The challenges contributing to the issue are threefold:
- Equivalent alerts for unequal levels of urgency make it difficult for caregivers to respond appropriately to emergency situations.
- The absence of a unified system of alarm management engenders miscommunication, or lack of communication, between caregivers.
- As alerts go unheeded, further alarms are created, worsening the problem.
Without a unified way to monitor, prioritize and escalate alarm activity to the appropriate person, the nursing team has no choice but to depend on its sense of hearing to differentiate between the beeps and bings of various alarming devices. Unfortunately, as alarm fatigue grows, care facilities see decreased HCAHPS and patient satisfaction scores, as well as increases in injury-producing falls and patient call volume, thus worsening the problem.
Four Steps
There are four key steps facilities should take to address alarm fatigue, ease the care burden on nurses and staff, and improve patient quality, safety and experience.
1) Hospital executives must fully understand the magnitude of the alarm issue in their facility. That requires an accurate, detailed assessment of the number of alarms that staffs are exposed to each day, segmented by device, alarm type and duration.
This begs the question, where does alarm data come from? Some devices can be connected through a common server, but more often than not, alarm data is being housed inside the specific device. Right now, that means someone has to physically go to each piece of equipment and download or print something out of the memory. Then there are the devices that are not connected and don't store any information - what about them?
Standardized medical device connectivity has been a major challenge for hospitals since so many different equipment vendors can be involved. The Nashville-based Center for Medical Interoperability has established a coalition of leading hospital organizations with the goal of changing how medical technologies work together.
Conquering alarm fatigue depends on systematically tracking and analyzing alarm volume over time. Alarm management technology currently on the market can do this, eliminating the need to manually collect such data while ensuring accuracy.
2) The facility must develop a team and a plan to address the problem. The team should be multidisciplinary, including hospital leaders, physicians, nurses, as well as members of the Safety, Quality, Risk Management and Biomedical departments.
One important component of the plan will be figuring out which alarms are actionable and which are not. In other words, having a way to identify and filter out false alarms and/or those with clinically appropriate wait times before they must be addressed.
The team then needs to easily configure alarm parameters to match any new alarm protocols, collect more data, tweak parameters and repeat as needed to optimize every alarming device. Another example where technology and data are helping hospitals achieve and sustain success.
3) After identifying the magnitude of the problem, consider adopting communications technology that will help address it. Hospitals need a standardized way to not only capture data but also deliver patient alarms to the right caregiver at the right time rather than having caregivers go room-to-room chasing phantom sounds.
Leading-edge alarm management tools today can rout specific alarm messages from specific rooms to the specific caregiver who knows when he/she receives that message it is their patient and something they need to pay attention to with the appropriate sense of urgency. These same tools can also unite alarm data into visualized, actionable reports that can be accessed and analyzed on demand.
4) Hospitals must then foster a culture of openness to new technology. Problems could arise when staff members do not respond well to technology changes, despite the potential of these solutions to make their jobs easier.
"Culture is probably the hardest part of alarm management because staffers are used to doing things in their own way," explained Rikin Shah, a senior consultant at ECRI Institute. "Thus, it is important to explain the benefits of new technologies and the ways in which they can improve staffs' ability to provide quality care (and better ensure patient safety). Culture change can be difficult, but with determination and clear goals, it can be done."
When all is said and done, alarm fatigue is not about improving patient satisfaction or HCAHPS scores or less stressful work environments - all three of which can be addressed by today's alarm management systems. It's about ensuring the safety of patients.
Alarm fatigue is a real danger. But by leveraging technological advances and a strategic, data-driven approach to address it, hospitals can better ensure patient safety, significantly decrease adverse medical events, increase HCAHPS and patient satisfaction scores and greatly improve employee work environments. | https://www.nashvillemedicalnews.com/article/1180/using-technology-data-to-turn-the-tide-on-alarm-fatigue |
Patient’s previous experiences had influenced their level of empowerment in decision making. Patient’s who had exposed to encouragement from nurses to actively participate in decision making, felt they were given the rights, and their voice was heard. The concept of patient empowerment in nursing is important as nurses are responsible in planning for discharge preparations for patient (Weiss et al. 2007). Nurses got to ensure that patients have the required knowledge and skills before discharge (Collins, 2014).
Bedside handoff is one of the ways we are involving the patient more. Maxson, P. M., Derby, K. M., Wrobleski, D. M., & Foss, D. M. (2012) (P.141) “stated the Joint Commission said in their National Patient Safety Goals for 2009 and 2010 that they wanted patients to be more involved with their care as well as Nursing to have a standard hand off process when there is a change of care”. Bedside handoff covers both initiatives laid out by Joint Commission. Bedside handoff will allow the patient to meet the oncoming nurse and the patient will be involved with his/her care (Maxon et al., 2012). Patients have also felt more at ease with this process with being able to hear what the plan was for their care and are able ask questions about their care
Documentation is a communication tool for the handover of information stored in records between other members of the Multi-disciplinary team. (Urquhart et al, 2009). Nursing documentation is a record of nursing care that is scheduled and given to the individual patients by qualified staff nurses and other caregivers under the direction of a qualified nurse. It has continuously developed due to the increasing research on the nursing process and has been an area of concern since the early days Of Nightingale. ( Urquhart et al, 2009).
Nursing process provides a framework for clinical decision-making, which helps to guide care and promote critical thinking. Improvements patients participation in care by promoting patient autonomy and individualized care. ADPIE is an acronym that is used to help nurses remember the steps in order: Assessment, Diagnosis, Planning, Implementation, and Evaluation. In the assessment phase, nurses collect subjective and objective data about the patient in a systematic way through observations, interview questions, and physical examinations. Data is collected, organized, verified, and recorded.
In summary, the nursing practice is ridden with numerous shortcomings that make it hard for patients to be satisfied with the provided health care services. This paper has provided an evidence-based model in health care provision. The need to improve patient satisfaction in the nursing practice has necessitated the implementation of relevant policies that have yielded positive results. With the nurses embracing concepts, such as teamwork, altruism, leadership, empathy, and communication, patients are becoming more satisfied with the care they are being given in the hospitals. In the nursing practice, there is a need to improve satisfaction in patients, which is only achieved after the nurses have adopted various patient-centered concepts,
One of the key responsibilities for nurses is to help the patients in understanding the medical intervention planned for them and the things they can do to assist in their case, including list of things they should and shouldn’t do during the treatment till recovery. Research has shown that some clinical quality measures are strongly related to good nursing care (NorthWestern Memorial Hospital, 2014). They way that a nurse performs each and every activity has a substantial impact on quality of healthcare. This can also be seen in the understanding of patients that a good relationship with a compassionate, well-informed and capable nurse can help in the well-being and effectiveness of the care they
Nurses have an empowerment to change many lives, by becoming emotionally attached to their patients. Therefore, a patient who is under the nurse’s care develops comfortability with them in a respectful relationship. A nurse must always be observant to its working condition in the environment when it comes to patient care assistance. I decide to choose a wonderful nursing career, because of the health problems people experience that is associated in a busy lifestyle. This professional role does come with plenty of responsibilities and dedication as well.
NUR1014 Professionalism and Contemporary Nursing Reflective Journal(I) Name: Ko Wing Yi Student Number:15001448 My perception and perspectives of being a nurse in the healthcare team In the healthcare team, every member holds different role, such as nurses, doctor. And they will cooperate with each other which to provide care to patients. Nurse include many important roles such as caregiver, health promoter, client advocate, care coordinator, counselor, case manager, educator. (The Nursing Council of Hong Kong,2015) During the practicum, I experience the role of the nurse importance because I did a mistake. Against this mistake, I will make the solution that to improve my future effectively.
Nursing Profession Paper Several self-reflective thoughts come to mind in responding to the query ‘what does it mean to think like a nurse’. The first thought which comes to mind is that of critical thinking. A nurse that applies critical thinking to their accountabilities is a professional who is able to organize their situational understanding across a broad spectrum of patient interaction. One who can take into consideration all of the patient data available to piece together a solution and/or plan of action which is specific to their patient so to optimize the outcome. Someone that asks questions for discovery and better understanding so to further progress towards assessing the range for best and worst case patient scenarios.
There must be good communication between nurses and patients to build strong therapeutic relationship. It enables successful care of each patient. (Lambrini Kourkouta 2014, ncbi; communication in nursing practice). For the communication, language is very important. Difficulties in understanding language can effect negatively in health care. | https://www.ipl.org/essay/Bedside-Shift-Reporting-In-Nursing-F39YQ5FBUXFT |
7 Ways to Improve Hospital Staff Communication
It’s estimated that 80% of serious medical errors occur due to ineffective communication among healthcare providers. When you consider that a single patient may receive care from 50 different healthcare professionals during a four-day hospital stay, it’s easy to understand how that might happen. Effective internal communication in the healthcare industry is essential to make hospital staff feel informed and empowered to do their job in the best way possible.
A lot is riding on good hospital staff communication in our healthcare system today. Poor communication among healthcare staff can have dire results on patient safety, including death. It can also lead to delays along a patient’s journey to recovery, increasing the patient’s hospital stay. These delays can frustrate patients, resulting in low patient satisfaction scores, ultimately impacting a hospital’s bottom line.
Miscommunications occur for various reasons – ineffective policies and procedures, overworked and weary staff, language issues, ineffective communication systems, and more. The good news is that hospital staff communications can be significantly improved. Here are eight steps to get your organization started on the path to more effective communication.
#1 – Know your starting point
First, evaluate how the staff currently communicates, including sharing data and updating records with necessary details. Does staff use email, phone calls, pagers, employee portals, HIPAA-compliant apps? Do they use patient communication boards? What other technology do they use? Ask yourself what is working and what isn’t. What are the most popular means of internal communication? Knowing the answers to these questions can help you determine the advantages and disadvantages of each method and where you stand.
#2 – Break down your communication barriers
What communication gaps exist, and what causes them? For example, one of the most opportune times for staff miscommunication typically occurs during shift changes. There should be a streamlined method for workers who need to relay pertinent information to their coworkers. Lack of training might be another barrier to communication. If healthcare workers don’t feel comfortable using technology, they may avoid it entirely. By educating employees, you can uncover their hesitations, answer their questions, and educate them on best practices for communication.
#3 – Incorporate employee training programs
Offer employees training on communicating with one another effectively, especially when sharing important patient information on a glass board, a common method of communication in the healthcare industry. An important aspect of communicating through a glass board is the use of visuals or even graphic inserts, so knowing what specific information or visual to communicate and how to use is a skill that employees should learn through training programs.
#4 – Ask for employee input
Everyone in the organization should have a voice, especially those doing the work first hand. Leadership can get employees involved by asking for feedback through surveys (anonymous, preferably). Staff meetings are another way to obtain involvement and get employees to talk about what may be frustrating and what you can do to make their work more manageable.
#5 – Model positive communication
Providing mandatory training that emphasizes how important good communication is to an organization is a good first step toward improving hospital communications. But it can’t stop there. It must be followed up by hospital leadership modeling those communication skills in real practice — exchanging information with staff, asking for input, asking for clarification, etc. That shows staff that communication skills are highly valued in the organization and encourages them to develop and use their own communications skills. Over time, these consistent communication practices will become part of the office culture.
#6 – Keep it simple
Pages, phone messages, alerts, electronic health record messages – healthcare staff are bombarded with daily information overload. It helps to streamline communication channels. The more complicated the communication process is, the more likely staff will make mistakes or revert to old practices. A 2016 report found that staff ignores notifications as often as 96% of the time. And that can have deadly consequences for patients. Once you’ve streamlined your communication channels, be sure to provide training on the selected methods for employees who need it.
#7 – Prioritize face to face communication
Even though we’re all much savvier about using Zoom meetings and other virtual meeting spaces since the pandemic, nothing replaces the good, old-fashioned face-to-face. Managers and leaders should schedule regular face-to-face meetings to build collaboration and encourage participation. With a face-to-face meeting, you can build an agenda and communicate the main items that will be touched on a communication board.
At Clarus, we are experts in communication in the healthcare industry, and we know how essential hospital staff communication is to keep your patients happy and healthy. Discover how you can improve staff communication and patient experience with Clarus. Contact us today!
Links: | https://www.clarus.com/blog/7-ways-to-improve-hospital-staff-communication/ |
Definition. This function returns the sum of squares of deviations of data points from their sample mean.
Arguments
number1 (required) and number2 (optional). At least one and up to 255 arguments (30 in Excel 2003 and earlier versions) for which you want to calculate the sum of squared deviations. You can also use a single array or a reference to an array instead of arguments separated by commas.
Note
Arguments can be numbers, array names, or references to cells containing numbers.
If an array or a reference argument contains text, logical values, or empty cells, those values are ignored. However, cells with the value 0 are included.
Background. In general, correlations between variables are defined by coefficients. ...
Get Microsoft® Excel® 2010 Formulas & Functions Inside Out now with O’Reilly online learning.
O’Reilly members experience live online training, plus books, videos, and digital content from 200+ publishers. | https://www.oreilly.com/library/view/microsoft-excel-2010/9780735665064/ch12s26.html |
Section 7: Adapting a modeling spreadsheet to use any modeling formula that is specified
The only important differences between the various templates in Models.xls are the formula that is put into cell C3, and the labels that are put in column H next to the parameters that start at row 3 in column G. This means that a spreadsheet can easily be adapted to any specified formula.
These are the formulas that are the same in every modeling spreadsheet that uses the Models.xls layout:
- “=B3-C3” in cell D3 (this computes the deviation from the model)
- “=D3^2” in cell E3 (the computed the squared deviation)
- “=SUM(E3:E100)” in cell H8 (this is the sum of squared deviations, which Solver will minimize)
Cell C3 will have a different formula for each type of model. These formulas will use “A3” to refer to x (this will automatically change to A4, A5, etc. as the formula in C3 is spread down to the other data rows. For the parameters of the model, the formula in C3 will use absolute references to cells in column G: $G$3 for the first parameter, $G$4 for the second parameter, etc. For clarity, each parameter should have a label put beside it in column H, but the labels do not affect Solver or the fitting process.
To make a spreadsheet apply to a specific model, the following three steps are essential (in addition to the standard formulas that are entered into columns D and E, and into cell H8:
- Identify the parameters in the model we intend to use.
- Decide which parameter cell in column G (e.g., G3) corresponds to each parameter.
- Enter an appropriate spreadsheet formula for the model into cell C3
(and spread it down beside all the data rows, along with the formulas in D3 and E3).
It will be easier to use the new model if we also take two additional steps:
- Put labels in column H next to each of the chosen parameters in column G.
- Describe the kind of modeling formula either in G1 or on the tab of the worksheet.
Once these modifications have been made, the worksheet is used in the same way as the other templates:
- Make a graph of the data and model together, so that you can see if a good fit is found.
- Set the parameters to initial values that ensure the model and data are in the same region.
- Use the Solver tool to minimize H8 (the sum of squared deviations).
Often a new model formula is based on a combination or adaptation of models you already have used. For example, we earlier used an exponential model to fit data showing the cooling of a liquid to a known room temperature. What if the room temperature had not been known? We could have found it from the data by adding it as a parameter to the exponential model, which would now be an exponential-plus-baseline model. The model suitable for that is shown in the example below.
Example 10: Fit the model y = a (1+ r)x + b to this dataset (a, r, and b are parameters)
Modify a spreadsheet to use this formula and the standard modeling components:
- copy the data to columns A & B of a sheet, with the numbers starting in row 3.
- assign cells G3, G4, and G5 to parameters a, r, and b, respectively.
- set cell C3 to the formula “=$G$3*(1+$G$4)^A3+$G$5”.
- set cells D3 to “=B3-C3” and E3 to “=D3^2”, as usual.
- spread the formulas in C3, D3, and E3 down beside all the data rows.
- set cell H8 to “=SUM(E3:E99)” to compute the sum of squared deviations.
- tell Solver to minimize cell H8 by changing G3, G4, and G5.
The resulting parameter settings are a = 54.2, r = 0.13, and b = 75. These show that the liquid started at 54.2 degrees above the room temperature of 75 degrees, and cooled at the rate of 13% of the difference per minute. | https://courses.lumenlearning.com/atd-austincc-mathlibarts/chapter/l1-08-section-7/ |
By now, you should have an understanding of what cluster analysis is.
technique is able to answer.
performing the analysis, we need to discuss data preparation.
measure the similarity between observations.
While datasets could contain a wide variety of data types.
Numerical variables include quantities that may be continuous, such as time.
Or integer, such as number of purchases or number of dependents.
Categorical variables may be ordinal or nominal.
An ordinal variable implies some sort of ranking.
medium, and low, implies an order.
high equal to 3, medium equal to 2 and low equal to 1.
medium is the same as the difference between medium and low.
Nominal variables on the other hand, can be thought of representing choices.
Political party affiliations are nominal data.
therefore they cannot be transformed into a single numerical variable.
The transformation requires binary variables.
A binary variable has two possible values, 0 and 1.
the transformation is equal to the number of categories minus 1.
we use two binary variables, because there are three categories.
variable 1, and a value of 1 for variable 2.
And then Independent has a value of 0 for both variables.
A special case of nominal data occurs when there are only two categories.
For instance, yes or no options.
For yes is typically given the value of 1, and no is given the value of 0.
categorical data that is given in the form of text to numerical variables.
Although software can perform these transformations automatically.
transformed, to avoid problems such as the software treating nominal data as ordinal.
Datasets may contain variables with values that are on very different scales.
Therefore it is recommended to perform data analysis, such as clustering.
On normalized, or also called standardized data instead of the original data.
In this example, we have age and income data for five people.
The average age of the sample is 42.20 years and the average income is 105,000.
instance, the normalized age of Ann is -0.4948.
which is 42.20 years from Ann's age, which is 35 years.
And then dividing by the standard deviation of 14.55.
age is 0.4948 standard deviations below the mean.
The normalized values for age and income are now on the same scale.
That is with an average of 0 and a standard deviation of 1.
The normalized values allow us to identify the outliers in our dataset.
And they eliminate biases from variables with relatively large original values.
easily detect values that are above the mean and those that are below the mean.
the mean in terms of standard deviations.
that the original value is 1.7 standard deviations above the mean.
the similarity between two observations.
we can compute the distances from each pair of persons in our set.
the distance between David and Clara.
of the distance between each pair of observations.
David is at least three times closer or more similar to Ann, than he is to Clara.
income to Ann, than he is to Clara.
we need to establish a measure of distance between clusters.
There are five distance measures between clusters.
the minimum distance between every pair of objects that are not in the same cluster.
Average linkage calculate the average of all distances across the two clusters.
to the center of the other.
Ward's method uses a sum of squares criterion.
to the centroid of the cluster to which it is assigned.
Let's go through the calculations using the data in our simple example.
the centroid of this cluster is the average normalized values.
age and the average of the normalized income for the members of the cluster.
We then calculate the squared distance from each cluster member to the centroid.
each variable value and the centroid.
For example, Clara has a normalized age of 1.567 and the centroid is 0.9828.
we do the same for the normalized income.
The result is a squared distance of 0.3495.
Then we go through the same calculations for Erin.
the centroid is exactly halfway between them.
The sum of the squares for this cluster is 0.699.
our complete solution is the aggregate of sum of the squares for all the clusters.
it is generally recommended to experiment and compare results.
Ward's method in these two-dimensional problems.
However, no single method will always outperform the others.
by taking into consideration what each variable represents.
to be able to measure the distance between every pair of observations.
And third, we must decide how distance between clusters is going to be measured.
We are now ready to review how the most common clustering methods operate. | https://zh.coursera.org/lecture/business-analytics-decision-making/2-preparing-data-and-measuring-dissimilarities-OiCuI |
Resource: Statistics for Psychology
Complete the Week Two Practice Problems Worksheet.
Prepare a written response to the following questions.
Chapter 2
12. For the following scores, find the mean, median, sum of squared deviations, variance, and standard deviation:
1,112; 1,245; 1,361; 1,372; 1,472
16. A psychologist interested in political behavior measured the square footage of the desks in the official office for four U.S. governors and of four chief executive officers (CEOs) of major U.S. corporations. The figures for the governors were 44, 36, 52, and 40 square feet. The figures for the CEOs were 32, 60, 48, 36 square feet.
a. Figure the means and standard deviations for the governors and CEOs.
b. Explain, to a person who has never had a course in statistics, what you have done.
c. Note the ways in which the means and standard deviations differ, and speculate on the possible meaning of these differences, presuming that they are representative of U.S. governors and large corporations’ CEOs in general.
Scored: 10/10
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That’s why we have developed 5 beneficial guarantees that will make your experience with our service enjoyable, easy, and safe. | https://customwritingspapers.com/psy-315-week-2-practice-problems-worksheet/ |
Abstract:
The characteristic line of a security or portfolio relates its rate of return to that of a "market portfolio." Several investigators have suggested the desirability of obtaining such a line by minimizing the sum of the absolute deviations rather than the sum of the squared deviations around the line. This paper presents a new algorithm for such a regression problem. The procedure has at least two virtues: it is simple, and it produces useful information as a byproduct of the solution process. Empirical evidence is also presented on the differences in the values obtained with the two regression methods (i.e., mean-absolute-deviation and least-squares). The differences appear to be relatively slight, at least for well-diversified portfolios.
Date: 1971
References: Add references at CitEc Citations: View citations in EconPapers (9) Track citations by RSS feed
Downloads: (external link)http://dx.doi.org/10.1287/mnsc.18.2.B1 (application/pdf)
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The Similarity Analysis for documents can be used to check the similarity or dissimilarity of various documents in terms of code frequency. The values of document variables can also be included.
Activate all documents you would like to include in the Similarity Analysis.
It is also helpful to activate all codes you wish to use for determining similarity.
From the Mixed Methods menu tab, click Similarity Analysis for Documents. A window will appear that contains all previously created similarity and distance matrices.
Click on the New Similarity/Distance matrix symbol to begin the similarity analysis.
A dialog window will appear in which you can select the codes and variables and specify the type of analysis.
In the upper section, you can add the codes you wish to include in the analysis. You can add all activated codes directly via the Paste activated codes button.
Existence of code – Generates a similarity matrix that considers only whether the selected codes occur in the document or not.
Code frequency – Generates a distance matrix that takes the distance of individual codes into consideration.
a = Number of codes or variable values that are identical in both documents.
d = Number of codes or variable values that do not exist in both documents.
b and c = Number of codes or variable values that exist in only one document.
The calculation options differ in, among other things, the extent to which field “d”, or non-existence in both documents, is considered a match.
Simple match = (a + d) / (a + b + c + d) – Both existence and non-existence are counted as a match. The result is the percentage match.
Jaccard = a / (a + b + c) – Non-existence is completely ignored.
Kuckartz & Rädikers zeta = (2a + d) / (2a + b + c + d) – Existence is counted twice, non-existence once.
Russel & Rao = a / (a + b + c + d) – Only existence is considered a match, but non-existence reduces the similarity.
Please note: If you include more than one code into the analysis that does not exist in multiple documents, it may be better to use a coefficient who ignores non-existing codes (Jaccard) or values them less (Kuckartz & Rädiker zeta, Russel & Rao). Otherwise you may receive a high similarity score, even if the codes are not assigned very differently. The non-existing codes will dominate the existing codes in this case.
Squared euclidean distance = The sum of squared deviations (higher deviations will be rated higher as lower ones because of squaring the deviations).
Block distance = The sum of absolute deviations.
Please note: Since it is also possible to include variable values in the analysis, all code frequencies and variable values are z- standardized previously beforehand.
If you want to include variables in addition to codes in the similarity analysis, click the Integrate variables button. If you selected “Existence of code” as the type of analysis, you can then select which variable values MAXQDA should evaluate in the dialog window. If the selected variable value exists in both documents, this is evaluated as a match (type “a”). In the dialog window, only variables of type “text”, “true/false”, “Date” as well as categorical integers or floating-point numbers are listed.
If you selected “Code frequency” as the type of analysis, another dialog window will appear that contains only integer or floating-point variables, that are not marked as “categorical”.
Set missing values to 0 – If a variable value does not exist, it is set to 0 due to the z- standardization of the average. In this option, the document with the missing value is taken into account in the analysis.
Ignore documents with missing values – If in a document of one of the variable values is missing, the entire document will be ignored in the analysis.
The default shadowed color helps to interpret the cells, which in a similarity matrix can have a value of 0 (no similarity) to 1 (identical): The darker the green, the more similar the two documents are in terms of the selected code and variable values. In the figure, for example, you can see that “Joanna” completely coincides with “Kelly” both in their codes and their variable values.
The matrix is sortable: Click on a column header to sort the documents in the rows according to their similarity to the clicked document.
New similarity/distance matrix – Calls up the dialog window where you can create a new matrix.
Delete – Deletes the selected matrix.
Names, columns: none, short, full – Controls column width.
No color highlight – Turns off green highlighting.
Color highlight refers to whole matrix – The highlight color takes into account the value of the cell. The same values will have the same highlight color in the table.
Color highlight refers to columns – In each column, the colors are graduated from white to green. In this way, you can see at a glance which documents are particularly similar to the document in the column. The same values in the matrix may be different colors.
Color highlight refers to rows – In each row, the colors are graduated from white to green. In this way, you can see at a glance which documents are particularly similar to the document in the row. The same values in the matrix may be different colors.
Distance matrices look identical to similarity matrices, however their interpretation is the reverse: The lower the value in a cell, the more similar the two documents are.
In the left pane of the window you can see the similarity and distance matrices created earlier in the project. They can be renamed with a double-click, or deleted by clicking the Delete icon in the toolbar.
Tip: In order to ensure the transparency of the analysis process, the matrix name and selected settings will be displayed in the tooltip if you hover over a matrix name. | https://www.maxqda.com/help-max18/mixed-methods-functions/similarity-analysis-for-documents |
Tuesdays, Wednesdays & Thursdays 1:30pm - 3:30pm .....or by appointment ....or drop in if I'm in my office.
All assignments should be created electronically and emailed as an attachment to Dr. Olive or one of the graduate assistants.
Visit the NCTM web site at www.nctm.org and find the electronic version of the Principles and Standards for School Mathematics. Read through all of the Principles and study the overview of the curriculum standards for both middle grades and high school. Explore the electronic examples for both middle and high school algebra. Choose one example to respond to the "take time to reflect" questions and write up your responses to share with the rest of your class (to be included in your portfolio).
Go to the web site for the new Georgia Performance Standards. Find the mathematics standards that relate to the goals of this course. You can also download the Vertical Allignment Chart for HS Math from this web page by clicking here.
Match the topics in the outline of the course with an appropriate GPS (you can copy and paste from the Outline for the course). Save these matched items in your electronic portfolio and send a copy to Dr. Olive and the TA's as an email attachment. Remember to name your file: "your_name_2.doc"
Matches all outline topics to an appropriate GPS Matches 80% of outline to an appropriate GPS Matches 60% of outline to an appropriate GPS Matches 40% of outline to an appropriate GPS Matches 20% of outline to an appropriate GPS Does not attempt the assignment.
Read all of the articles from pages 15 through 30 of the Georgia Performance Standards High School Mathematics Research and Resource Manual and choose one to review for class discussion. Make a list of the main points of this article to share with the class. Save this list in your electronic portfolio.
You have been a mathematics student for most of your life! You have experienced many different teachers who taught you mathematics. These experiences have very likely influenced how you think about "mathematics teaching," and these can even affect the ways that you will behave as a beginning mathematics teacher. It can be important to reflect upon these past experiences, to take stock of some possible influences upon you and how you want to teach.
A. Make a short list (3-5; use initials or a pseudonym or code) of your "favorite" teachers of mathematics. For each, briefly tell why they are a "favorite." Think about them as "persons," and list any attributes that might have led you see them as a "favorite." Think about them as "teachers," and list attributes that mattered to you. Think about them in the act of teaching mathematics, and list things about their teaching that you admired. You might consider their attitudes towards students and towards mathematics, their teaching styles, and their content knowledge.
B. Make a short list (3-5) of your "least favorite" teachers of mathematics. For each, briefly tell why you see them this way. Think about them as "persons," and list any attributes that might have led you to see them this way. Think about them as "teachers," and list attributes that led you to see them this way. Think about them in the act of teaching mathematics, and list things about their teaching that you disliked. You might consider their attitudes towards students and towards mathematics, their teaching styles, and their content knowledge.
C. Think about the kind of mathematics teacher you want to be. List the positive attributes that would describe you, as a "person" and as a "teacher." Think about yourself in the act of teaching your mathematics students. List a few of the most important characteristics that might describe your teaching. You might consider your attitude towards students and towards mathematics, your preferred teaching style, and your content knowledge.
Email your Word document to Dr. Olive and the TA's.
Read the article by Richard Skemp on Instrumental and Relational Understanding. Identify 3 main points that Skemp makes about the nature of mathematical understanding. Then reflect on your responses to assignment #4. Briefly describe how you were taught and how you learned mathematics (instrumentally and/or relationally). (2-3 pages). Email your reflection to Dr. Olive and your TA and save it in your electronic portfolio.
Using the GSP Dynagraphs sketch, investigate the 8 mystery functions. Create three functions of your own, each of which belongs to a different family (e.g, step, quadratic, and trigonometric) and investigate the composition of your three functions. (A sketch showing compositions of several functions can be found here.) Write-up your investigations, highlighting any interesting or surprising characteristics you discovered for your particular composition (1-2 pages). Submit your GSP sketch along with your write-up via email attachment or file transfer to Dr. Olive. The following description of a "write-up" is adapted from Dr. Jim Wilson.
The "write-ups" for EMAT 3500 represent your synthesis and presentation of a mathematics investigation you have done -- usually under the direction of one of the assignments. The major point is that it convincingly communicates what you have found to be important from the investigation.
The hypothetical audience might be your students, your classmates, or classroom mathematics teachers. You should present your topic in a reasonable amount of space, emphasizing the essential and eliminating the irrelevant (though sometimes interesting) side issues.
Working GSP sketch with 3 different dynagraphs and at least 3 different compositions of 2 or more functions organized on different pages Working GSP sketch with 3 different functions and 2 different compositions of 2 or more functions. Working GSP sketch but functions are not from different families or are the ones provided by the downloaded sketch. Only one or two working compositions. GSP sketch with 3 functions but no compositions. GSP sketch does not function properly. No GSP sketch.
Functions and their compositions are fully described and surprising results are explained in terms of the properties of the composed functions, including domain and range. Functions and all compositions are fully described with reference to domain and range. Functions are listed and one or two compositions briefly described Write up describes the functions but not the compositions. Write-up does not describe the situation. No write-up.
Dynagraphs were very probably a new way of representing and playing with functions for you. In what ways did they enhance your own concepts and ideas about functions? Would you use these dynamic representations with your students? Why or why not? (1-2 pages) Email your reflections to Dr. Olive and your TA.
Chazan, D. (1999). On teachers' mathematical knowledge and student exploration: a personal story about teaching a technologically supported approach to school algebra. International Journal for Mathematics Learning, 4: 121-149.
Reflect on how the author's approach to teaching algebra was influenced by the use of technology. Think about the role of function in the two different approaches. How might the use of GSP enhance the functions approach? Be prepared to discuss your ideas in class.
There is at least one mathematical error in this paper. See if you can find it.
Complete the three Challenges on page 94 (Assignment 7.5) of Transforming Mathematics with the Geometer's Sketchpad and turn in a completed GSP sketch via email or file transfer. An extra 5 points will be possible for successfully completing the Extra Challenge.
Review the Algebra Standards for grades 6-12 in the NCTM Principles and Standards. Write a 1-2 page report on the approach to Functions taken in the Standards document. Email your report to Dr. Olive and your TA.
Sort the 28 function cards into a 7 x 4 array based on the four different kinds of representations (graph, data table, algebraic expression and verbal description) and seven distinct categories of functions that you must determine. Each function CATEGORY will have an example from each of the four different representations (but each representation will be of a different function in that category). Label each function category. Turn in a 7x4 table with rows and columns labelled appropriately and the NUMBERS of the appropriate function cards in each of the 28 cells (one card per cell). Write a one-page explanation for how you determined your seven function categories and the placement of the cards. Email your Table and explanation to Dr. Olive and the TA's.
This activity is adapted from Cooney, T. (1996). Developing a topic across the curriculum: Functions . In Cooney, T. J., et. al. (Eds.), Mathematics, Pedagogy, and Secondary Teacher Education. (pp. 27-43). Portsmouth, VA: Heinemann.
Download GSP sketch for the Part 1 Extra Credit question.
Use Fathom to create a data collection of all the data given in the table on page 82 of Unit 2 of Core-Plus Mathematics, Course 1.
Complete all parts of activities 8 & 9 on pages 82 and 83.
Also complete the three parts of the "Check Your Understanding" section on page 83.
You can use a Word file for your written answers or use Text Windows in your Fathom file to answer each question.
Upload your completed Word and/or Fathom files to Dr. Olive's computer or attach to an email message to Dr. Olive and your TA.
Data from activity 8 should be entered in a Fathom collection.
Separate histograms for 8a and 8d are required.
Written responses for 8a, b and c should accompany the histograms.
Separate histogram for 9a is required.
Written responses for 9b and c should accompany the histogram.
Part a: A Fathom dot-plot for the Fat content is required.
Part b: Both Frequency and Relative Frequency histograms are required.
Part c: Written response required.
Identify sessions on Mathematical Modeling and/or Functions using technology and attend as many as you can. Write a 2-page reflection on one of these sessions, indicating the most important things you learned from it.
Fill out and return the feedback form for the TI-nSpire Training Workshop on October 24 and 25.
Once all results have been collected for each lab and shared with each member of your group, each individual will write a brief (paragraph) conclusion he/she made from the shared class results for each lab. Your group's results and your conclusions for each lab should be emailed to Dr. Olive and the TA's.
Brief conclusions written up for all 5 labs based on the shared class data for each lab.
Using all the data from the Pennies Experimental Lab, create a moveable line of best fit using Fathom (do not use the built-in Least-Squares line). Using the equation of your best-fit line, create a calculated attribute called "Predicted" that will be the predicted value of the dependent variable for each value of the independent variable. Calculate the signed deviation (Collected - Predicted), absolute deviation |Collected - Predicted| and squared deviation (Collected - Predicted)^2 of each collected dependent data point from the predicted value given by the line of best fit. Using a Fathom Summary Table, show the sums of each of these different deviations.
The more interesting part of this assignment lies in thinking about what these summed deviations tell us about the 'best fit line." How can we know if we have chosen the best fit line? Which is a better predictor, the sum of the signed deviations, the sum of the absolute deviations, or the sum of the squared deviations? The following is a sketch that I created; it could be helpful in facilitating your thinking. Click here for the gsp sketch.
Write a brief explanation (with examples) for why you would choose to use one of the following methods for calculating the best line of fit for your data: signed deviations, absolute deviations, squared deviations. Upload your paper and any example files to the EMAT3500 folder or attach to an email to Dr. Olive and the TA's.
Has complete data set with AUTOMATICALLY CALCULATED values for Predicted data based on line of best fit, signed deviations, absolute deviations, and squared deviations Has complete data set with values for Predicted data based on line of best fit, signed deviations, absolute deviations, and squared deviations entered manually. Has complete data set with values for Predicted data based on line of best fit, but signed deviations, absolute deviations, and squared deviations are not shown, however, their sums are given Has only the collected data. Has not calculated the predicted data nor the different deviations. Has not turned in any data.
Has a rational explanation for choosing an appropriate sum to find the best-fit line.
Extensions into Geometry, Algebra and Calculus using the FathomTM, Dynamic DataTM software tool.
This is based on activity 7.4 from Exploring Algebra 1 with Fathom (Key Curriculum Press, 2006).
Part B: Investigating the area enclosed by a parabolic curve inscribed in a square.
3. Create a new attribute (area_above) for the area above the parabola using your existing x and y attributes.
4. Drag your area_above attribute into the middle of your new scatter plot. You should see the area above the parabola in blue.
5. Create a summary table showing the count() of the whole collection, the count(area_above) and the ratio count(area_above)/count().
6. Create a slider and label it "a". Set a to 1.00 to start and use a to edit the function for the parabola: y=a(x-2.5)2.
7. Double click on the slider and set its lower limit to 0.5 and its upper limit to 1.5. Adjust the value of a using your slider until your function plot passes through the upper two corners of your square region -- points (0,5) and (5,5).
8. Now edit your area_above formula to also use a so that the area is the area above your new function plot (see following screen shot from Fathom).
What do you notice about the proportion of the area of the square that is above this new parabola?
Successful completion of the above will earn you 8 out of the 10 points.
Use your knowledge of integral calculus to compute the area bounded by the parabola and the top edge of the square. Does this calculation verify your experimental results? Turn in your mathematical explanations (including details of any integration), together with your Fathom files via email attachment or upload to the EMAT 3500 folder on Dr. Olive's Mac.
Can you generalize this result for a parabola inscribed in any square (i.e. passing through the two upper corners of the square with its vertex at the midpoint of the bottom of the square)?
Can you generalize the result for any rectangle (i.e. passing through the two upper corners of the rectangle with its vertex at the midpoint of the bottom of the rectangle)? Use Fathom sliders for the dimensions of your rectangle and edit your formulas so that the above conditions are satisfied.
Completed all of the activities with appropriate data sets, tables, graphs, appropriate functions or formulas for the different models and summary statistics Completed all of the activities but may not have used summary statistics or formulas in the data tables when appropriate. Completed some of the activities but did not find appropriate functions or formulas for the models Attempted but did not complete any of the activities.
Provides a clear explanation with correct integration of an appropriate function to verify the proportion of the area of the square above the parabolic curve.
Uses calculus to verify the proportion of the area of the square above the parabolic curve but does not provide a clear explanation. Uses calculus but computes the integral incorrectly or uses an inappropriate function. The calculation does not verify the experimental results.
Attempts but does not complete the calculus verification.
No attempt at the calculus verification.
Completed the extra challenge and found a generalization!
(2 points) Completed the extra challenge but did not find a generalization!
Construct a working GSP sketch for the biggest box problem. Your sketch should include a square with variable squares cut from each corner to form the template of your box. You should link the varying size of these squares to a calculation for the volume and plot the size of cut out square (x) against volume (y) in your sketch. Derive an algebraic solution for the size of the cut-out square (as a fraction of the side-length of your square) that gives you the maximum volume. Click here to download a sophisticated GSP sketch that illustrates the problem (do not use this sketch for your assignment). Upload your GSP sketch with explanations to the EMAT 3500 folder or email it as an attachment to Dr. Olive and the TA's.
Construction for the square and the cutout corners works correctly.
Both size of square and size of cutout can be varied. The point for varying the cutout is on one half of one side of square. Size of cutout and side of square are measured. Construction works but size of square is fixed or extra objects are used for the construction to work (e.g. an extra segment to control size of square and moveable point) or moveable point goes past the midpoint of a side.
Measurements are correct. Missing measurements or measurements are not dynamic. Some aspect of the construction does not work properly. No attempt to construct the GSP simulation or just used instructor's sketch.
Correctly plotted the two dynamic measurements and used plot to estimate the size of the cutout for maximum volume. Correctly plotted the two dynamic measurements. Made a plot but it was not with dynamic measurements or incorrect measurements No plot created.
Created a correct algebraic expression for the Volume based on the length of cutout and length of square. Used this expression to find the maximum using calculus and factoring of a polynomial. Determined the fraction of the side that gives the maximum volume. Created a correct algebraic expression for the Volume based on the length of cutout and length of square. Used this expression to find the maximum using calculus. Used an algorithm rather than factoring to find a solution or did not express solution as a fraction of the side length. Incorrect expression for the volume or errors in finding the maximum based on faulty calculus or arithmetic errors. Fraction of side is oncorrect. No attempt at an algebraic solution.
Creates a function in GSP based on the length of the original square that coincides with the GSP plot of cutout against volume. The function still matches the plot when the size of the square is changed. Creates a function in GSP based on the length of the original square that coincides with the GSP plot of cutout against volume, but the function does not match the plot when the size of the square is changed. Function expression is not correct or does not match the plot. No attempt to create a GSP function.
Construct a working GSP sketch that represents the variables in the View-Tube experiment: Length of tube, diameter of tube, distance of tube from the screen, height of viewable portion of the screen. Use height of viewable portion of the screen as your DEPENDANT variable and plot this against each of the other variables. Derive functions for each of these relations. Copy your construction onto three pages in your GSP document and plot one function on each page, using the data generated by your sketch. Check that your functions match your data plots. Click here to download a starter GSP sketch for the view tube problem with 3 pages already created. Upload your edited version of this GSP file with explanations to the EMAT 3500 folder or email it as an attachment to Dr. Olive and the TA's.
Plots independent variable against dependent variable correctly. Creates the correct function by editing the existing f(x) to match the locus of the plotted point. Uses the other measurements in the sketch as the parameters in this function.
Correctly labels this page in terms of the independent variable. Creates the correct plotted point and function but may not use the existing f(x) or does not label the page. Correct plot but incorrect function. Does not attempt to plot the independent variable against dependent variable. No attempt to create a matching function.
May turn in the starting sketch unchanged.
Plots independent variable against dependent variable correctly. Creates the correct function by editing the existing f(x) to match the locus of the plotted point. Uses the other measurements in the sketch as the parameters in this function. Correctly labels this page in terms of the independent variable. Creates the correct plotted point and function but may not use the existing f(x) or does not label the page. Correct plot but incorrect function. Does not attempt to plot the independent variable against dependent variable. No attempt to create a matching function.
Your assignment is to complete the evaluation form that can be downloaded as a MS Word document from the above link. You can type on the form and then print it out. This will be completely anonymous. Jaehong will collect the forms and cross your name off his list as you place it in the envelope before the presentations of your Final Project on your Final Exam morning. This is your chance to reflect on YOUR contribution to EMAT 3500, the effort you put into it, the results you got out of it, how it was taught, offer suggestions, point out assignments, technologies or readings that were helpful to you, say something nice, be critical etc... Your feedback is very valuable to us and to this department!!
Presentation on Final Exam Day, Tuesday December 16 at 8:00 a.m. in room 111/113 Aderhold Hall. | http://math.coe.uga.edu/olive/EMAT3500f08/EMAT3500f08.html |
How much of your behavior and your life decisions are you really in control of ? How many of your life decisions have been controlled with-out you even realizing it?
Likely you’ve heard of the term “subconscious thoughts”, but what about “unconscious thoughts”?
What’s the difference? Well, you can control your sub-conscious thoughts, but your unconscious thoughts can control you.
However, it is possible to tap into your unconscious mind.
Let’s dive in.
What is Subconscious vs. Unconscious vs. Conscious
I’ve always known when I’m consciously aware of something. But what’s the difference between your sub-conscious and unconscious mind?
Conscious Mind –
Your conscious mind is everything you are aware of and thinking about right now. It is your awareness of the world around you.
Sub-Conscious Mind –
Your sub-conscious mind (also known as pre-conscious) is like a huge storage bank. The subconscious mind contains information that you’re not currently thinking about, but that you can draw into your awareness with a conscious effort.
For example breathing is a sub-conscious behavior. You don’t actively think about your breathing, but when you pull breathing into your active awareness you can control it.
Unconscious Mind –
The unconscious mind is made up from automatic process that the conscious mind cannot access because they happen underneath conscious awareness.
For example, the unconscious mind contains suppressed thoughts, feelings, and emotions which may effect everyday behavior with-out us being aware of it.
Another example would be childhood trauma.
Understanding And Unlocking The Power of Your Unconscious Mind
The unconscious mind drives most of what we do, but due to the nature of being “unconscious” we’re not aware that it drives what we do.
Fortunately, once you have a better understanding of the unconscious mind, you can tap into it to unleash your untapped potential.
Understanding the Unconscious Mind
For many people, the unconscious mind holds onto things that we don’t want to think about. For example, judgments about ourselves, unresolved & suppressed emotions, childhood trauma, PTSD, ect.
We often suppress these thoughts and feeling with rational thought from our conscious mind, often convincing ourselves not to think about it, or to just forget about the thoughts bubbling up from our unconscious mind.
Unfortunately our brains don’t work that way.
According to a famous study by Dr. Daniel Wegner, a psychology professor at Harvard University, if you try to push away a thought on some topic, you will end up having more thoughts about that topic. The same effect happens when you try to push away emotional thoughts.
I like to think of this like an ice cube in a glass.
Eventually they will pop right back up into your conscious mind.
What’s fascinating is that all the information in the unconscious mind drives most of what you do everyday. Neuroscientist David Eagleman has conducted new research and has found that 95% of your decisions are made by your unconscious mind.
Unlocking & Receiving Communication From Your Unconscious Mind
If your unconscious mind controls over 90% of your decision making ‘behind the scenes’ with-out you even being consciously aware of it, then how do you tap into your unconscious?
As touched on above, the conscious mind is what your actively thinking about, your subconscious is storage for what you know, but not actively thinking about (but could think about with a conscious effect).
However, your unconscious is not accessible through typical conscious thought. Active thought can actually block your unconscious thoughts. But there are ways to access it by tricking your mind.
The goal when tapping into you unconscious mind is to increase your level of self-awareness. By increasing self-awareness it will give you a better understanding of what’s really driving your decision making.
The key to becoming more self-aware and tapping into your unconscious mind is getting your conscious mind and conscious thoughts out of the way. Your conscious thoughts are distractions from understanding your unconscious thoughts.
When the conscious mind is active, the unconscious mind is blocked. So to access the unconscious mind you must free your mind from conscious thought while simultaneously letting your unconscious thoughts ‘bubble to the top’ where you can grab them, process them, and analyze them.
7 Tips For Tapping Into Your Unconscious Mind
- Understanding Your Triggers – Do you have any emotional triggers? From my experience, your family is often a great place to start when looking for ‘triggers’. Childhood trauma, PTSD, and hits to your ego are also common sources of unconscious emotional triggers.
By identifying your triggers it gives you awareness and with awareness comes the opportunity to reflect upon your triggers.
Dr. Deepak Chopra MD, founder of The Chopra Foundation, says that “Awareness is the birthplace of possibility. Everything you want to do, everything you want to be, starts here.”
Personally, it wasn’t until I realized where my emotional trigger came from, that I was able to realize my ‘daily actions’ were actually ‘reactions’ to my unconscious instead of calm and collected conscious actions.
- Free Writing – it might sound ‘gimmocky’ but “free writing” is a great way to try and unlock your unconscious thoughts.
You can practice free writing or ‘blind writing’ by closing your eyes and just writing whatever comes to mind. Don’t worry about grammar, sentence structure, spelling or anything else “proper”, just let your brain flow and write it out.
It is believed that by writing quickly, with-out thinking, it forces the conscious mind to pause for the unconscious mind. This exercise allows us to tap deep into our unconscious thinking.
After a few minutes of free writing open your eyes and see what you came up with. Again, the results are an opportunity for reflection and analysis for deep meaning.
- Art Therapy – Art can be anything, it can drawing, painting, sculpting, wood working, playing music, ect. The goal of art therapy is to free your mind from conscious thought.
When your brain is focused on creating it creates a distraction for your conscious mind which provides your unconscious mind with an opportunity to bubble to the surface. I personally am not a huge art guy, but I enjoy creating digital music as a means of artistic creation.
Typically I bring a note pad with me to jot down ‘random thoughts’, epiphanies, ideas, and emotions that spring out of my unconscious mind while I’m creating. I don’t stop the creative process to analyze, but once written down I come back later to reflect on my bubbled up thoughts and emotions.
- In & Out Listening – If you’ve ever listened to a lengthy talk about anything, you’ve probably experienced your mind wandering. With “in-and-out-listening” this is the point. Let your mind wander, and as soon as it does write down what thoughts came about. Keep doing this and after each thought is written down, return your focus towards the talk.
When listening to a lecture or podcast (any long form talk) I keep a notepad nearby to write down fleeting thoughts which I come back to later to analyze and reflect upon.
- Compassionate Attention – Compassionate attention is a technique of consciously directing your attention and focus onto thoughts and emotions with the intent at looking at them compassionately. This can eb either positive or negative emotions. (usually negative emotions are the ones most suppressed in the unconscious mind)
The goal of focusing on compassionate attention is to let go of old patterns, beliefs, fears, and memories of unpleasant experiences in your life. Ultimately, this should give you more opportunity to experience your life with less drama and pain.
- Mindfulness – Mindfulness is a ‘crowd favorite’ in the world of consciousness, self-awareness, and self-discovery. Mindfulness is the practice of controlling your thoughts and being ‘present’ int the moment with-out any distracting thoughts.
Through mindfulness you can increase your ability to control your thoughts. And with an increased ability to control your thoughts, you’ll gain a stronger ability to notice, record, reflect upon, and analyze your unconscious thoughts.
- Sensory Deprivation Tank – The goal of a sensory depravation tank is the remove all external distractions from your environment in order to let your mind open up freely.
My personal experiences with float tanks have been amazing. With-out external distractions your mind is free to explore the depths of unconscious thoughts as they float through your brain like a flowing river.
Reprogramming Your Unconscious Mind: Is It Possible ?
Just like updating your computer to the newest version of Windows or Mac operating software, you can update your unconscious brain processing software as well.
We’re trained through our life experiences to think, act, and feel certain ways. But no-one has the same life experiences, so some of us need to re-boot and refresh our minds in order to approach life from a new direction.
As long as I’m using computer analogies, who couldn’t use a “disk-defrag”, disk clean-up, and a system update to keep your mind running smoothly.
Everybody has (to a degree) some repressed emotions, thoughts, and most us of have experienced a form of trauma. Obviously some people more severe trauma than others. But to heal or just move forward in life, reprogramming your unconscious mind is a great option.
8 Actionable Tips To Help Reprogram Your Unconscious Mind
I’m not going to give you some BS tips like “just think positive vibes man”. You can find that on most other websites.
I’ve researched and tried all sorts of tips and here are the ones that work for me. All of these tips are things you can put into action right now.
- Practice Affirmations – This may sound a little “hokey” at first, at least that’s what I thought, but practicing positive affirmations is a practice that is thousands of years old and actively being taught in our military today as a means of providing “mental armor” and coping with PTSD.
Basically an affirmation is just positive self talk. But in order to reprogram your subconscious mind with affirmations, it takes repetition. Do this everyday.
For example you may wake up in the morning and repeat the affirmation “I Choose To Be Happy” 10 times (or maybe 30 times) while looking in the mirror before you start your day. The first day you’ll probably forget by the time you get to your car.
The second day, you may remember this when someone cuts you off in traffic. But after a month of repetition, you may actually notice a dramatic difference in your overall level of happiness.
There are thousands of affirmations to choose from or you can create your own. The goal with choosing an affirmation is to make it highly personal and motivating.
The real key with affirmations is to choose something positive which through repetition, you hope to drill into your unconscious mind so that in times of need, it bubbles up right into your conscious mind.
- Write Your Goals Down – My mind can be a circus sometimes. With cell phone notifications and social media addictions on the rise, our world has never been more distracting. Our minds are working overtime trying to stay focused.
Writing down your goals might seem overly simple, but by writing down your goals it hacks to your brain to stay on task.
Don’t just write one goal and be done with it. Break down your goal on paper. What steps do you need to take to reach your goal? Write them down. What steps do you need to take in order to reach the steps you need to take in order to reach your goal? Write them down.
Having a goal in your head is great, but writing it down helps your brain visualize your goal from a new perspective. By writing it down, you’re more likely, based on my experience, to take action steps towards achieving it.
Writing down your goals helps eliminate self-doubt and engraves the goal into your unconscious mind.
- Hypnotherapy or Self-Hypnosis – According to psychologist and Certified Hypnotist Michael Salerno, “Hypnosis works by helping you reprogram your self-sabotaging, self-defeating behaviors and thoughts that keep you from achieving your goals.”
Hypnosis is typically used to help people stop smoking or stop eating, but it can be utilized for virtually anything you want to either eliminate or improve upon in your life.
Even though I have never tried hypnosis, I wanted to put it on the list because the underlying principle behind hypnosis goes hand-in-hand with everything that I’ve experienced, read about, and written about.
From Michaels experience, most habits take 3-4 weeks to overcome. Your subconscious mind is like a giant sponge that absorbs everything around it. These thoughts and images that your subconscious mind absorbs become part of your unconscious mind, which then become part of your belief system. In other words your thoughts create your reality and by reprogramming your thoughts, you can change your reality.
- Psychedelic Therapy – Psychedelic therapy may be a bit controversial, and is only legal in certain states and cities in the United States. But the results speak for themselves.
Anyone who’s taken psychedelics or undergone psychedelic therapy will have a difficult time explaining how it feels because the feeling can sometime be overwhelming, but the end results are overwhelmingly positive.
According to Harvard Medical …
“Researchers have recommended that the federal government reclassify these substances in order to facilitate future efforts”
The initial results were so profound that in the mental health-care company “Compass” was awarded “breakthrough therapy” designation (and a fast track review) by the FDA for studies in psilocybin treatment of depression.
Psychedelic’s break-down the construction of the conscious mind bringing your sub-conscious & unconscious mind to the forefront of your consciousness where you become overtly aware of your unconscious programming.
My personal experience has been so positive that I bough stocks in 5 psychedelic companies which I plan to hold forever as the psychedelic industry expands.
Did ancient civilization use psychedelic substances? You bet they did. Check this out.
- Biohack Your Mind With Binaural Beats – I’m actually listening to binaural beats right now as I’m writing this. Binaural Beats help me focus and stay on task.
As published by Colorado State University, binaural beats improve cognitive function, making listeners brains better at processing, learning, and retaining new information, while also improving mood and decreasing stress and anxiety.
Binaural beats are sounds, and soundtracks tuned to specific frequencies which resonate in the brain to produce different effects. The most common binaural beats are for studying, but they can also be found for increasing adrenaline, inducing sleep, and meditation.
Interestingly enough, many ancient sites from the Egyptians, to the Mayans, to Neolithic sites have been discovered to resonate a specific frequencies similar to binaural beat frequencies.
The idea behind binaural beats is to circumnavigate your conscious mind to provide direct access into your subconscious and unconscious mind.
- Repetition, Repetition, Repetition. . .ect – This isn’t a specific tip, but more of a general reminder and key expectation setter.
It’s important to remember that your unconscious mind was formed over years and has been reinforced over time by your thoughts, fears, and deep emotional attachments. Reprogramming your unconscious mind doesn’t happen overnight.
Research has shown that it normally takes anywhere from 3 weeks to 8 months to break a habit. Reprogramming your unconscious mind is no different. The more repetition you practice, the easier and faster you can reprogram your unconscious.
If you don’t see results immediately or even after a few weeks – stick with it.
- Awareness of Negative Self-Talk – Just like positive affirmations are meant to re-program your brain in a positive way, you can easily fall into the trap of negative affirmations which can reprogram your brain into a downward spiral.
This is one of the most difficult things I’ve dealt with (and am currently dealing with).
negative sayings like “I’m too stupid”, or “I’m not smart enough”, or “I always fail”, or “I can’t do this” can easily seep into your unconscious mind and sabotage you from the inside out.
When times get difficult (and they always do at some point) your unconscious thoughts may bubble to the surface.
If you practice positive affirmations, in times of difficulty your unconscious might save you with the thought of “you got this”.
But if you practice negative affirmations, in times of difficulty your unconscious mind might sabotage you by reminding you that “you’re not smart enough”.
If you become aware of the harm negative self-talk can cause, then you can catch yourself and stop negative self-talk in its tracks before it seeps into your unconscious mind.
- External & Environmental Influences – Similar to negative self-talk, your external environment can have a huge impact on your unconscious mind.
Psychology expert, author, and Yale Professor Dr. John Bargh, published a study in 2008 which concluded that the unconscious mind is a system that handles subliminal stimulation from the environment.
This study reinforces the importance that your external influences have on your unconscious thoughts.
Try to control the amount of negative external influences in your life. Maybe try turning off the news, listen to a new genre of more upbeat music, surround yourself with more positive people.
Basically, try and be more aware of negative vibes in your life and do your best to limit them, because your mental health and unconscious mind might depend on it. If you’re aware of it you can control it.
Conclusion: Controlling Your Unconscious Mind
What do you want out of life? Are you hitting your goals? Are you genuinely happy with your life? Are you stuck?
I’m unsure where I lie on most of these, but by increasing my understanding of my mind and increasing my general self-awareness I feel that I’m certainly making progress in life gaining a deeper level of happiness and having more of a purpose by contributing more to society.
But it’s not until you recognize and understand how something works that you’re able to do something about it. By recognizing unconscious thoughts and patterns it will give you the ability to learn more and have more control over your life.
Hopefully this article was helpful. Please let me know what you think.
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As the world around us seems to be departing ever further from the realms of normality, an exhibition devoted to artists making work guided by inexplicable forces beyond their rational control seems especially topical. Not Without My Ghosts explores the idea of the artist as a medium who channels imagery from other sources, whether external or subconscious, and is full of fantastic phantoms and haunting images, many of which are being given a rare public airing. What better show to see this Halloween weekend, which is its last at the Drawing Room in London, before touring to Sheffield, Swansea and Blackpool.Not Without My Ghosts opens with the visionary heads that came to William Blake in the middle of the night—including the Spirit of Voltaire and the Ghost of a Flea, and extends through Victorian Spiritualism via Surrealist automatism and 60s counterculture. More spirit-raising, mediumistic creations include Sigmar Polke’s 1960’s Fire Head, apparently made under the instruction of mysterious “higher beings” and Susan Hiller’s 1970s experiments with automatic writing; as well as drawings made under hypnosis in the 1990s by Ann Lislegaard and Suzanne Treister’s records of her virtual Museum of Black Hole Spacetime Séance which took place in January 2020.
Madame Fondrillon’s Dessin médianimique (1909)
Courtesy Galerie 1900-2000, Paris
Although there are some big names here, the more obscure figures are as compelling. Alongside the writer-artist Victor Hugo’s exquisite 1850s séance drawing of spectral faces traced through the lattice of a piece of lace is a meticulously detailed, densely patterned pencil and crayon dessin médianimique made by the Spiritualist medium Madame Fondrillon in 1909. Very little is known about this mysterious figure except that she was greatly admired by Surrealism’s founder, André Breton, who saw her work as a precursor to the Surrealist practice of tapping into the subconscious using automatic, free association. A more famous advocate of Surrealist automatism was André Masson, who is represented in this show by a calligraphic ink portrait of Benjamin Péret. His fellow self-taught Surrealist Yves Tanguy lays bare more Freudian recesses of the unconscious mind in a delicate 1931 drawing of a fragmented, spectral multi-breasted figure in a dessin automatique of 1931. There is also a vividly coloured cartoonish floating baby painted in the 1930s by Grace Pailthorpe, a Freudian psychoanalyst who, with her collaborator-companion Reuben Mednikoff, used their art practice to investigate the psycho-sexual nature of human behaviour.
Grace Pailthorpe’s The Torment of Tantalus (1938)
Yet Surrealism and the art world in general have been less tolerant of the artists whose mediumistic activities tipped into occultism. Ithell Colquhoun—represented here by a luminous ink and watercolour work—was one of British Surrealism’s most original voices. But her use of Surrealist techniques to explore nature, magic and the occult led to her being expelled from the movement.And his pencil self-portrait confirms that while Austin Osman Spare was a consummate draughtsman, after this much lauded early prodigy developed his own magical philosophy and became a disciple of Alistair “The Beast” Crowley, he was increasingly ostracised and died in impoverished obscurity in 1956. Another sidelined figure combining art, magic and the supernatural was the Los Angeles-based artist, poet and occultist Marjorie Cameron. She was a key presence in mid-20th-century West Coast counterculture and New Age communities, but worked in isolation, putting herself into a deep state of meditation to make translucent watercolours exploring arcane aspects of Egyptian astrology and reincarnation, which only now are gaining some recognition.
Barbara Honywood, Album Page XIV (around 1860s)
© Bethlem Museum of the Mind
Another reason why much of this mediumistic work has been overlooked is because it was predominantly made by women. As female activists campaigned for equal rights and representation, Spiritualism frequently offered a parallel means to channel this collective energy. The Victorian Spiritualist movement was dominated by women working as mediums and conducting seances, but it also attracted leading feminists and human rights campaigners. While there were close parallels between the sisterhood of Spiritualism and the Suffragette movement, this independence and autonomy could be both liberating and isolating. Being so closely associated with the feminine exposed Spiritualism to satire and mockery, with spirit-guided artworks subject to scepticism and rarely assessed in their own right. Hence the neglect of the trio of Victorian Spiritualist artists represented here, especially the vivid sinuous abstract skeins, spirals and loops executed in the 1860s by Georgiana Houghton. Or as she claimed, by the hands of the dead guiding her own. Her richly coloured intricate works look like nothing else in art history, with the visionary non-figurative art made by Houghton and her spiritual pupil Barbara Honywood predating the officially sanctioned (male) pioneers of abstraction by more than fifty years. And let’s not forget that the supernatural had its part to play here too: Piet Mondrian was a Theosophist and Kandinsky wrote On the Spiritual in Art.
Georgiana Houghton’s The Spiritual Crown of Annie Mary Howitt Watts (1867)
Courtesy georgianahoughton.com
The third spiritualist artist in the show, Anna Mary Howitt, further underlines the close relationship between spirit art and feminism with her paintings and drawings that create pantheons of deities, often with a Christ-like female at the centre. This central feminine presence was inspired by Howitt’s apparent belief in the female manifestation of the divine, or, as she described it, the “mother power’ which she believed guided her creativity. Not without my Ghosts doesn’t claim to be definitive, and describes itself as “a primer not a treaty”. Nonetheless, this tightly curated show contains quite enough to confirm that an embracing of the irrational and the spiritual has been a crucial—if under-acknowledged—influence on so many major art movements of the last two centuries. It also recognises the central importance of female artists in making art that embraces a mediumistic approach and in exploring these new forms of visual expression even if, along the way, their role has often been underplayed or forgotten. Unpredictable, spontaneous and unconventional, these otherworldly visions need to be considered as a central theme both within feminism and in Western art history, especially with so many artists continuing to pick up on their reverberations today. Happy Halloween!• Not Without My Ghosts: The Artist as Medium, Drawing Room, London (until 1 November 2020); Millennium Gallery, Museums Sheffield (19 November 2020-7 March 2021); Glynn Vivian Art Gallery, Swansea (20 March-June 13 2021); Grundy Art Gallery, Blackpool (dates to be confirmed). | https://unique-news.info/seances-and-spiritual-awakenings-abound-in-travelling-exhibition-exploring-the-artist-as-medium.html |
Bruce Lipton, a world famous physician, educator and author is often quoted by his supporters as an icon of self-help and fitness. Born in 1906, Bruce Lipton received his medical degree from Harvard University and worked for the U.S. Public Health Service for over twenty years. He’s best known for his research into the human mind and the universe of human consciousness.
In his book The Biology of Belief: Research on the Changing Self, Bruce Lipton shows how our thought processes are linked to the physical body. In this book he explores how opinion can control and shape our conscious information processing and our behaviour patterns. To understand how this works you need to examine how we think and why. According to Bruce Lipton, when we think, our brains release chemicals called neurotransmitters, which flow through pathways in our brains. These neurotransmitters are responsible for coordinating all our thinking, communication and bodily functions.
Our thoughts, emotions, memories, skills, wisdom and creativity are all produced by these neurotransmitters. But it’s important to understand that our thinking isn’t solely a function of our mind. Our entire body, including our thoughts and unconscious mind also affects our thinking. Weaker believing can manifest in many different ways, from poor concentration and problem solving to cranky, angry and anxious.
Because our conscious mind doesn’t always control our conscious information processing, sometimes we are forced to rely on our unconscious mind for help. For instance, if we are solving a problem or developing new skills, we might start by using logic and rational thinking. However, as soon as we get caught to our own”logical mystery” we revert to our emotional memory and behaviour patterns. And before we know it we are back at square one, with another issue and potentially another round of frustrated and angry response.
Bruce Lipton believes that the way we consider problem solving goes much beyond our intellectual abilities. Instead, he believesour unconscious mind provides the important information that guides and directs our behavior. And although this part of our mind is far more difficult to influence than reflection and logic, it’s also more resistant to negative manipulation. This means that we can change undesirable behavior patterns far more easily and effectively than we can with logic and rational thinking alone.
Bruce Lipton recommends using several problem solving techniques in addition to his classic ones. He says you need to be willing to go outside your comfort zone when solving complex problems, and he advocates using intuition as an additional tool. Intuition comes into play because it helps us connect what we already know to our subconscious mind, which in turn helps us make connections into the subconscious mind. Another tool he suggests is to create an inner filter to get rid of conscious information and focus all attention on the instinctive part of the brain. Because mindful information tends to restrict our instinctive skills, consciously processing too much information at once may have a severe inhibitory effect.
Bruce Lipton offers several practical actions to help people solve their own issues. These steps are based on his years of clinical practice and research. These steps are especially helpful for people who can’t afford or do not want to spend money on counselling sessions. In fact, if you believe that you need more help with problem solving, Bruce Lipton can often be a great source of support and inspiration.
Bruce Lipton’s problem solving techniques go beyond mere advice on the best way to solve problems. Furthermore, he teaches that there are two parts to a problem; the physical problem and the emotional problem or concern. And he believes both of these parts can be separated because the physical problem is only a symptom of deeper psychological problems. . .so if you ignore the emotional problem, you won’t be ignoring the physical one either. | https://www.thrangutaraabbey.org/marianne-williamson-the-law-of-divine-compensation-pdf/ |
Bruce Lipton, a world famous doctor, educator and author is often quoted by his supporters as an icon of self-help and fitness. Born in 1906, Bruce Lipton obtained his medical degree from Harvard University and worked for the U.S. Public Health Service for over twenty years. He is famous for his research into the human mind and the world of human consciousness.
In his book The Biology of Belief: Research on the Changing Self, Bruce Lipton reveals how our thought processes are linked to the physical body. In this book he explores how opinion can control and shape our conscious information processing and our behavior patterns. To understand how this works you need to look at how we think and why. According to Bruce Lipton, when we think, our brains release chemicals called neurotransmitters, which flow through pathways in our brains. These neurotransmitters are responsible for coordinating all our thinking, communication and physiological functions.
Our thoughts, emotions, memories, skills, wisdom and creativity are all produced by these neurotransmitters. But it’s important to understand that our thinking is not solely a function of our mind. Our body, including our thoughts and subconscious mind also affects our thinking. Weaker thinking can manifest in many different ways, from poor concentration and problem solving to cranky, angry and anxious.
Because our conscious mind does not always control our conscious information processing, sometimes we are forced to rely on our unconscious mind for support. For instance, if we are solving a problem or developing new skills, we might begin by using logic and rational thinking. However, as soon as we get caught into our own”logical puzzle” we revert to our emotional memory and behavior patterns. And before we know it we are back at square one, with another problem and possibly another round of frustrated and angry reaction.
Bruce Lipton believes that the way we think about problem solving goes far beyond our intellectual abilities. Instead, he believesour subconscious mind provides the important information that guides and directs our behavior. And although this part of our mind is much more difficult to influence than reflection and logic, it is also more resistant to negative manipulation. This means that we can change undesirable behavior patterns much more easily and effectively than we can with logic and rational thinking alone.
Bruce Lipton recommends using several problem solving techniques along with his classic ones. He says you must be willing to go beyond your comfort zone when solving complex problems, and he recommends using intuition as an extra tool. Intuition comes into play as it helps us connect what we know to our subconscious mind, which in turn helps us make connections to the unconscious mind. Another tool he proposes is to develop an inner filter to remove conscious information and focus all attention on the instinctive part of the brain. Because mindful information tends to limit our intuitive abilities, consciously processing too much info at once can have a severe inhibitory effect.
Bruce Lipton offers several practical actions to help people solve their particular issues. These steps are based on his years of clinical practice and research. These steps are especially valuable for people who can’t afford or do not need to spend money on counselling sessions. In fact, if you believe that you need more help with problem solving, Bruce Lipton can often be a terrific source of inspiration and support.
Bruce Lipton’s problem solving techniques go beyond mere advice on how best to solve problems. Furthermore, he teaches that there are two parts to a problem; the physical problem and the emotional problem or concern. And he believes both of these parts can be separated because the physical problem is only a symptom of deeper emotional issues. . .so if you ignore the psychological problem, you won’t be ignoring the physical one . | https://www.eval2win.com/marianne-williamson-dear-god/ |
Robert Desnos’ 1930 collection of poetry, Corps et biens, unites themes and styles from several different literary movements, meaning that while some of the poems have the feel of an epic romance, others explore the potential of a more illogical, surrealist style. His writing is an attempt to transcend the realm of the real, and to dissect the mechanics and artistry of poetry in order to find a language that truly expresses the abstractions of the mind.
Born in central Paris in 1900, Desnos was, from a very young age, an active member of the Surrealist movement. Two photographs of him appear in André Breton’s influential work, Nadja, (a review of which can be found HERE), and he was heavily involved with the Surrealists’ experiments with ‘automatic writing’. This term refers to the technique that some artists and writers employ in an attempt to release the natural impressions and images which are normally suppressed by the expectations of social consciousness and relegated to the realm of the subconscious. When trying to produce a piece of automatic writing, the Surrealists would supposedly generate a text without consciously putting words on paper, so allowing their unconscious mind to speak.
The random and spontaneous feel of this type of writing is strongly in evidence in several of the poems within the collection, including ‘Rrose Sélavy’, which refers to a fictional figure central to Surrealist thought, who is also the alter ego of artist Marcel Duchamp. This piece is full of chains of images, through which Desnos plays with linguistic patterns, swapping letters around, creating internal rhymes and undoing the associations that we would typically make between language and images. The result is a poem which encourages you to read aloud, testing out the sound patterns and poetic potential of the French language. | https://job-in-france.babylangues.com/french-books/corps-et-biens/ |
Bruce Lipton, a world famous physician, educator and author is often quoted by his supporters as an icon of self-help and physical fitness. Born in 1906, Bruce Lipton obtained his medical degree from Harvard University and worked for the U.S. Public Health Service for over twenty years. He is best known for his research into the human mind and the universe of human consciousness.
In his book The Biology of Belief: Research on the Changing Self, Bruce Lipton reveals how our thought processes are connected to the physical body. In this book he explores how belief can control and shape our conscious information processing and our behavior patterns. To understand how this works you need to examine how we think and why. According to Bruce Lipton, when we believe, our brains release chemicals known as neurotransmitters, which flow through pathways in our brains. These neurotransmitters are responsible for organizing all our thinking, communication and physiological functions.
Our thoughts, emotions, memories, skills, wisdom and creativity are all produced with these neurotransmitters. But it’s important to understand that our thinking is not solely a function of our brain. Our body, including our thoughts and unconscious mind also affects our thinking. Weaker thinking can manifest in a variety of ways, from poor concentration and problem solving to cranky, anxious and angry.
Because our conscious mind doesn’t always control our conscious information processing, sometimes we’re forced to rely on our subconscious mind for support. As an example, if we’re solving a problem or developing new skills, we may begin by using logic and rational thinking. However, as soon as we get caught to our own”logical mystery” we revert to our emotional memory and behaviour patterns. And before we know it we are back at square one, with another issue and potentially another round of frustrated and angry reaction.
Bruce Lipton believes that the way we think about problem solving goes much beyond our intellectual abilities. Instead, he believes, our subconscious mind provides the important information that guides and directs our behavior. And although this portion of our mind is far more difficult to influence than logic and reflection, it’s also more immune to negative manipulation. This means that we can change undesirable behavior patterns far more easily and effectively than we can with logic and rational thinking alone.
Bruce Lipton recommends using several problem solving techniques in addition to his classic ones. He says you must be willing to go outside your comfort zone when solving complex problems, and he recommends using intuition as an extra tool. Intuition comes into play as it helps us connect what we already know to our subconscious mind, which in turn helps us make connections to the unconscious mind. Another tool he proposes is to create an inner filter to remove conscious information and focus all attention on the instinctive part of the brain. Because conscious information tends to restrict our intuitive abilities, consciously processing too much information at once can have a severe inhibitory effect.
Bruce Lipton offers several practical actions to help people solve their own issues. These steps are based on his years of clinical practice and research. These steps are especially valuable for people who can’t afford or don’t want to spend money on counseling sessions. In actuality, if you feel that you need more help with problem solving, Bruce Lipton can often be a terrific source of inspiration and support.
Bruce Lipton’s problem solving techniques go beyond mere advice on how best to solve problems. Furthermore, he teaches that there are two parts to a problem; the physical problem and the emotional problem or concern. And he believes these two parts can be separated because the physical problem is only a symptom of deeper psychological problems. . .so if you ignore the emotional problem, you will not be ignoring the physical one . | https://www.thrangutaraabbey.org/official-marianne-williamson-2020-campaign-button/ |
Which end is the deep end?
29 Oct 2012 -- I was restless last night, wanting something but too unfocused to actually do anything. Even a lovely doodle seemed out of reach.
I don't want to lose touch with my drawing and doodling and whatever ability I have to do "visual journaling" (aka playing with markers).
As I lounged in front of the TV, watching an old British detective series, I doodled a challenge for myself (see picture below or to the side). It amounts to this:
- must be somewhat ambitious so that I'm forced to do it quickly, without overthinking (from experience I know this can result in some nice surprises)
- must tap into my unconscious (almost like the"automatic writing," occasionally employed by surrealist artists)
- no "jejune embellishments" (what a phrase) (the visual journal pages posted on Flickr are often gorgeous but made so by sweetly drawn flowers, butterflies, etc -- prettiness is not my goal -- even if I am envious of the people with darling pages)
- constraints are good (a required routine, time limits, etc) -- important to break down the tried-and-true thought process
Oh, then I remembered a book that had a tremendous amount of influence on me: "Catching the Big Fish: Meditation, Consciousness, and Creativity" by David Lynch. Lynch is deeply, if not disturbingly, creative with movies like Blue Velvet, Eraserhead, and Muholland Drive and his TV series Twin Peaks. If meditation was part of his program, count me in. I gave my hard copy of the book away, so I downloaded both the Kindle and Audible versions. Inspiration!
Before bed, I decided to do 15 minutes of zazen [meditation] followed by a little index card + marker art. My rule: make it fast, use the fat end of the markers, keep at it till "something happens." The card at the top here is the result (with an added zap of Photoshop drama as I'm posting this). I was putting something like cattail heads on the grassy part when I deciding to swirl up my dots (no the pen didn't move on its own). I did a couple more swirly things, then saw that it looked like a female figure rising up from the swamp in the moonlight. Done!
Do I have my "method"?
I brought my markers and index cards down to my ground floor "thinking room" and tried the technique this morning. It definitely feels like too much to write in my notebook, meditate for 15-20 minutes, then start a little drawing. Maybe I should do the meditation in the afternoon, when my mind starts being tired of working so hard...
To be continued. | http://www.madinpursuit.com/Journal2012/20121030.html |
The COVID-19 crisis has severely impacted the ability of national education actors to provide access to education services for all students.This brief provides guidance and recommendations on how to support the education of deaf children in Pakistan using alternative learning approaches. It presents the rationale for adopting certain teaching and learning strategies when supporting the learning and well-being of deaf children during global uncertainty. Children with deafness and hearing loss are particularly vulnerable now that schools are closed. They are isolated at home and unable to access information as easily as when they were attending school. This brief presents some of the practices that are reportedly working well for deaf children in different contexts.
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Pakistan Topic Brief: Providing Distance Learning to Hard-to-reach Children (EdTech Hub Helpdesk Response No. 17)Baloch, I., Kaye, T., Koomar, S., & McBurnie, C. - 2020
The COVID-19 pandemic has resulted in mass school closures across the world. It is expected that the closures in low- and -middle-income countries (LMICs) will have long-term negative consequences on education and also on broader development outcomes. Countries face a number of obstacles to effectively delivering alternative forms of education. Obstacles include limited experience in facing such challenges, limited teacher digital and pedagogical capacity, and infrastructure constraints related to power and connectivity. Furthermore, inequalities in learning outcomes are expected to widen within LMICs due to the challenges of implementing alternative modes of education in remote, rural or marginalised communities. It is expected that the most marginalised children will feel the most substantial negative impacts on their learning outcomes. Educational technology (EdTech) has been identified as a possible solution to address the acute impact of school closures through its potential to provide distance education. In this light, the DFID Pakistan team requested the EdTech Hub develop a topic brief exploring the use of EdTech to support distance learning in Pakistan. Specifically, the team requested the brief explore ways to provide distance education to children in remote rural areas and urban slums. The DFID team also requested that the EdTech Hub explore the different needs of those who have previously been to school in comparison to those who have never enrolled, with reference to EdTech solutions. In order to address these questions, this brief begins with an overview of the Pakistan education landscape. The second section of the brief explores how four modes of alternative education — TV, interactive radio instruction, mobile phones and online learning — can be used to provide alternative education to marginalised groups in Pakistan. Multimodal distance-learning approaches offer the best means of providing education to heterogeneous, hard-to-reach groups. Identifying various tools that can be deployed to meet the needs of specific population segments is an important part of developing a robust distance-learning approach. With this in mind, this section highlights examples of tools that could be used in Pakistan to support a multimodal approach that reaches the most hard-to-reach learners. The third and final section synthesises the article’s findings, presenting recommendations to inform Pakistan’s COVID-19 education response.<br> <br> This topic brief is available on Google Docs. | https://docs.edtechhub.org/lib/?creator=%22Kaye%2C+Tom%22&country=Q6XVAUJE&sort=score |
Presently there is considerable interest in the construction of large-scale projects utilising timber. Timber is an ideal alternative to current construction methods with considerable environmental advantages, such as the storage of Carbon and Recyclability.
A primary reason for building in timber is the speed of assembly. Timber has been found to be quicker to construct and easier to work with, not to mention considerable advantages in weight reduction with comparable strength alternative materials.
A comprehensive range of engineered wood systems that not only provide essential environmental advantages but are also quicker to construct, safer and more cost effective.
Our design team can assist you on your next project with lightweight timber design. Please Contact Us to talk about the opportunities.
A consultative approach ensuring the most viable and cost effective timber design solution is identified and implemented for your project. | https://www.tilling.com.au/smartstruct/ |
The City of Toronto is investigating options to address the declining condition of the Glen Road Pedestrian Bridge spanning Rosedale Valley Road.
The Glen Road Pedestrian Bridge is deteriorating and is in need of major improvements. This Environmental Assessment (EA) study will assess the existing conditions, identify alternatives to address the condition of the bridge, and recommend a preferred solution, which may include proposing a new bridge design. As well, consultation with the public will be an important part of the EA study process.
Project Update - July 14, 2017
As presented at the September 2016 Public Information Centre (PIC) #1, replacement of the bridge in its current location has been identified as the preferred solution.
Subsequent to the PIC #1, the study team considered a range of alternative solutions for the adjacent pedestrian tunnel, including: non-structural upgrades to lighting and surface treatments, replacement/reconstruction of a wider tunnel, and maintenance of the existing tunnel. Construction of a wider tunnel is the preliminary preferred solution.
Design alternatives for the bridge structure and the tunnel widening are currently being assessed.
The study team will be presenting preliminary design recommendations at the Design Review Panel (DRP) on July 18, 2017. Slides to be presented at the DRP will be published online at toronto.ca/glen-rd-ped-bridge after the meeting. Members of the public are welcome to observe the DRP meetings, which are held at Toronto City Hall in Committee Room 2. Glen Road Bridge is scheduled to be discussed at 3:20 p.m. Minutes are posted after being confirmed at the following DRP meeting.
The next public consultation event, tentatively scheduled in the early fall, will present the results of the evaluation of the alternatives, assessment of potential impacts and identification of a preliminary preferred bridge and tunnel design. Email and flyer notices will be circulated in advance. | https://www.kristynwongtam.ca/glen_road_pedestrian_bridge_environmental_assessment_study |
These are tumultuous times in the Alternative Investment industry. Alternative Asset Managers are in the midst of determining how to prepare for compliance with the AIFM directive. Considering that AIFMD passed into law in July 2013, many firms appear to be handling their readiness with a more relaxed approach while they take advantage of the one-year grandfathering period. During this time, they plan to assess their peers’ approach as a benchmark and look for additional rule clarifications from ESMA’s recently published final guidelines with regards to the transparency reporting needs that lie ahead. In fact, as I was writing this, the guidelines were published and then I noticed an interesting article in Ignites Europe that discussed whether this guidance will speed the rate to action.
There is forward momentum though. The Fund Administrators or Depositaries have been hard at work ensuring that they can comply and meet the stringent requirements that cover asset keeping, cash flow monitoring and oversight duties. Many administrators in the major offshore centres of firms based in Luxembourg and Ireland are preparing by adding additional head count to bolster their oversight across depositary, risk and compliance teams.
As well, technology vendors specialising in regulatory reporting solutions for the fund industry are in the midst of finalising their AIFMD Transparency Reporting software solutions designed to help AI managers and administrators address the reporting problem. They, along with the rest of the industry, will be able to make decisions about how to solve the transparency reporting requirements with technology now that the ESMA guidelines are in play.
Although all of this waiting for guidance often seemed like one step forward and two steps back, finally, some action can be taken. One area of focus can be considerations around AIFMD Transparency Reporting so that a solution can be adopted and forward momentum truly occurs. I recommend asking the following questions as you research and select the best possible solution.
- Is the vendor experienced in the industry and a proven provider of fund-related regulatory solutions globally?
- Do they offer a hosted and SaaS-enabled solution with workflow and collaboration enabling easy access and task management?
- Does the solution automate and provide the majority of the calculations?
- Is a filing mechanism included that will file reports with any European regulator and provide confirmations with additional notifications to your local exchange where required?
- Has an audit of the solution been conducted by an external consultant to validate the calculations and ensure the platform is fit for purpose?
The challenges and the cost implications facing many AIFMs and administrators who want to offer transparency reporting will lie in the approach taken to address this issue. Many have yet to make a decision on their approach, whilst others are buying products blind and lastly a very small minority have made the big decision to build. Although past experience has shown that IMs are better off focusing on investor returns and leaving software development to experienced technology firms.
The implementation of the AIFM directive is still a work in progress and will continue to occupy time, monetary investment and experienced resources. | https://blog.confluence.com/tackling-the-aifmd-transparency-reporting-challenge/ |
Northern Ireland has some of the longest outpatient waiting lists in the UK. Annual demand for elective services currently exceeds capacity by around 60,000 assessments and 35,000 treatments. While the historical approach of allocating additional funding benefited a number of patients, managing elective waiting times with short term funding does not provide a sustainable solution. There was therefore a need for a long-term solution to better address the demand for elective care services and to deliver sustainably shorter waiting times for patients. Through the Health and Social Care Board GP federations were commissioned to design and deliver a range of pathways to manage patients more appropriately in primary care without the need to refer to secondary care. 5 pathways were developed.
- Dermatology
- MSK
- Gynaecology
- Vasectomy
- Primary Care Surgical Service
Each Federation area identified a Hub Practice and GPs with enhanced skills (GPES) to provide clinical services to patients, with the model replicated across the region. Beyond providing primary care capacity they support an improved approach to demand management via peer support, peer review, peer education, self management and self-directed care at a population level within federations. The aim of the service is
- To allow a greater number of patients with common conditions to be managed within primary care setting thus improving patient experience.
- To improve capacity within primary care and investigation services by providing an alternative service. Patients being seen in a timely fashion by a primary care clinician in their own practice or a neighbouring practice and follow up within primary care as appropriate.
- To improve the skill base in the across Federations and will enhance the quality of referrals to secondary care.
The education and demand management arm to the model sees educational and training events aimed at improving knowledge in managing common primary care conditions as well as supporting GP colleagues to train and certify in LARC techniques and joint injections, thereby increasing the skill mix within primary care to deal with these conditions.
What does the General Practice Elective Care Service See?
Dermatology
What to Refer:
- Adult eczema
- Childhood eczema
- Psoriasis
- Acne
- Non-specific rashes
- Actinic Keratosis
Gynaecology
What to Refer?
- HRT
- Menorraghia <45
- Long acting reversible contraception
- Pessary replacement
MSK
What to Refer? | https://gpecs.easternfsu.com/about-gpecs/ |
Wood, Keith Francis (1991) The Monetary Approach to the Balance of Payments: Stock-Flow Dynamics, Sticky Wages and Speculative Attacks. PhD thesis, University of Glasgow.Full text available as:
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Abstract
The essence of the monetary approach to the balance of payments is identified with the stock-flow dynamics that arise from phases of private sector stock adjustment towards a desired long run relationship between assets and expenditures. This stock adjustment behaviour provides the link between monetary and expenditure based analyses of the open economy and demonstrates the consistency of the monetary approach with a model built around a Keynsian (aggregate demand-aggregate supply) structure. The model's dynamics follow from a wealth effect on expenditure and sticky wages, and drive the economy towards an equilibrium with a permanent balance of payments deficit following certain structural changes. A flexible wage version of the model is used to provide an analysis of balance of payments crises within a monetary approach framework. The ongoing reserve loss inevitably collapses the fixed rate regime, precipitated by a speculative attack on reserves. The attack must link the stock-flow dynamics of the fixed regime with the current account-portfolio balance dynamics of the post-collapse regime at a given level of wealth. These dynamics prohibit an analytical solution for the level of wealth that satisfies this condition, and therefore for the time at which the collapse occurs. Simulating both flexible and sticky wage versions of the model provides a solution for the critical level of wealth that links the regimes, and thus for the collapse time. | https://theses.gla.ac.uk/77325/ |
CDOT recognized the need to address the condition of the existing box culvert located where 35 8/10 Road intersects with I-70 in Mesa County near Palisade.
The existing box culvert was constructed in 1962 to access the Gearhart coal mine located north of I-70. Recently, it has been used by property owners north of I-70 and Mt. Garfield Trailhead users. However, the box culvert has been identified as a critical culvert in poor condition and has been recommended for replacement. Due to several factors, if left unmitigated, the existing box culvert could fail structurally, leading to severe damage to I-70 and compromising the safety of the traveling public.
This study developed potential alternatives to address the condition of the box culvert while maintaining access, evaluated these alternatives, and identified a preferred alternative. Public outreach and discussions with project stakeholders were a large portion of the evaluation process, and feedback from the community assisted the project team in determining which alternative should be implemented.
Ultimately, the preferred alternative that met the purpose and need of the project and had the most support from project stakeholders was to replace the existing box culvert with a new single lane box culvert.
Study Selection Report
CDOT has completed a detailed selection report which summarizes the decision-making process for this study. | https://codot.gov/projects/mtgarfieldculvertstudy |
Abstract: We prove global stability of Minkowski space for the Einstein vacuum equations in harmonic (wave) coordinate gauge for the set of restricted data coinciding with Schwartzschild solution in the neighborhood of space-like infinity. The result contradicts previous beliefs that wave coordinates are "unstable in the large" and provides an alternative approach to the stability problem originally solved (for unrestricted data, in a different gauge and with a precise description of the asymptotic behavior at null infinity) by D. Christodoulou and S. Klainerman.
Using the wave coordinate gauge we recast the Einstein equations as a system of quasilinear wave equations and, in absence of the classical null condition, establish a small data global existence result. In our previous work we introduced the notion of a eak nul condition and showed that the Einstein equations in wave coordinates satisfy this condition. The result of this paper relies on this observation and combines it with the vector field method based on the symmetries of the standard Minkowski space.
In a forthcoming paper we will address the question of stability of Minkowski space for the Einstein vacuum equations in wave coordinates for all "small" asymptotically flat data and the case of the Einstein equations coupled to a scalar field.
Submission historyFrom: Igor Rodnianski [view email]
[v1] Mon, 29 Dec 2003 04:44:20 UTC (56 KB)
[v2] Fri, 17 Sep 2004 15:22:23 UTC (57 KB)
Full-text links:
Download: | https://arxiv.org/abs/math/0312479v2 |
Health Sciences North will be utilizing more rooms at the Clarion Hotel and asking nursing homes to reopen some of their beds in order to create space at the over-stuffed hospital for surgical patients.
“It’s a multi-pronged approach and there’s no magic solution,” said Dominic Giroux, CEO of the health centre, on Thursday. “It just requires relentless short-term focus while pursuing our medium- and long-term plans, but really our interest — and everyone’s interest in the province — is to allow hospitals to address their surgical wait lists.”
Prior to this week, HSN had been gradually ramping up procedures that were deferred during the height of pandemic concerns, and by last week had reached 70 per cent of typical surgery volumes.
The goal had been to reach 95 per cent by this fall, but HSN had to put the brakes on this pace as occupancy at the hospital began to reach and surpass its limit.
“Overcapacity challenges are not new,” said Giroux. “Northerners know that Health Sciences North was built too small. There are currently approximately 4,500 available hospital beds in the province, and none in Sudbury.”
Earlier this year HSN moved a number of elderly patients awaiting nursing home transfers to the Clarion Hotel in order to maintain surge capacity at the hospital, and more of these so-called ALC (alternative level of care) patients will soon be accommodated in the same off-site facility.
“There are currently 34 beds at the Clarion Hotel being operated by the St. Joseph’s Health Centre of Sudbury, and the Ministry of Health has approved an increase of that capacity by 28 beds,” said Giroux. “So from 34 to 62.”
He said HSN is currently working closely with St. Joseph’s to “staff those additional beds,” and the hope is they will be available to ALC patients in coming days.
While this move will take some pressure off the hospital, it will not on its own solve the bed crunch or push surgeries back up to the level that HSN needs to reach.
“We are still at capacity at the hospital and we are not yet at our historical surgical volumes,” said Giroux. “We’re currently at 60 to 70 per cent and the province is encouraging hospitals to ramp up activity to approximately 110 per cent of historical volumes by November.”
In the meantime, the extended wait times for surgical candidates can be quite stressful, noted the CEO.
“You are anxious about your health condition and how it will go in the operating room,” he said. “You’re anxious about going to hospital in a time of a pandemic; you’re anxious about your recovery. So we want to minimize that anxiety by being able to address the wait list as quickly and safely as possible.”
One approach the hospital has taken to help achieve this has been to ask ALC patients, or their substitute decision-makers, to widen their choices of a long-term care destination.
“We’re asking families to expand the list of options for them to have a timely placement in long-term care and to improve the flow within the hospital,” said Giroux. “The regulation requires patients to identify at least one option and historically we have asked patients to identify three, but our current request to patients is to identify all seven of our long-term care homes as an option.”
The CEO stressed that going to whichever home has a space for them would be an interim step for an ALC patient, as they could always transfer later to the facility of their choice.
Earlier this year, long-term care homes were operating at full capacity, while the hospital had extra beds because it had suspended non-urgent surgeries as a pandemic precaution and moved some ALC patients off-site.
The situation is now reversed, said Giroux, with HSN packed beyond its threshold — meaning some patients are put up in hallways and shower rooms — while local long-term care homes together have about 150 beds that are currently vacant.
About two-thirds of those were closed due to provincial rules and recommendations intended to prevent and control outbreaks of coronavirus, while some 40 beds are not being utilized locally simply because “there isn’t a perfect match between the long-term care homes identified by our patients as their home of choice and what is available,” said Giroux.
“Today we have 47 patients at Health Sciences North waiting for long-term care placement and 150 unused long-term care beds in the City of Greater Sudbury.”
The hospital is engaging in conversations with long-term care homes “to see if they can safely reassess and reopen some of the beds, as there is some flexibility,” he said. “The preventive measures were all implemented for a very valid reason, but we are at a time now when we have no active case of COVID-19 in our community, and thankfully no outbreak at any long-term care or retirement home anywhere in Northern Ontario.”
The time to address the surgical backlog is now, said Giroux, as pressures on the hospital are only likely to grow as we move deeper into the fall and winter.
“We’re not in flu season, and we don’t have a second wave of COVID-19 at this point,” he said. “This is the window for us to ramp up surgical volumes to address our wait list as a community.”
Giroux said the Clarion Hotel is a useful interim option for freeing up some hospital space but not a perfect, much less permanent, fix.
“This is a temporary arrangement, supported by Ontario Health North, until the end of March,” he said. “It’s really to provide capacity relief during the period of the pandemic.”
A more long-lasting solution to chronic overcrowding will be achieved by creating more room at HSN itself. | https://www.lakeshoreadvance.com/news/local-news/sudburys-hospital-working-to-ease-bed-crunch-perform-more-surgeries/wcm/57183d1c-815e-47a8-a29a-91039f71dba3 |
Restless bandits are a class of sequential resource allocation problems concerned with allocating one or more resources among several alternative processes where the evolution of the process depends on the resource allocated to them. In 1988, Whittle proposed an index heuristic for restless bandit problems which has emerged as a popular solution approach due to its simplicity and strong empirical performance. The Whittle index heuristic is applicable if the model satisfies a technical condition known as indexability. We present two general sufficient conditions for indexability and identify simpler to verify refinements of these conditions for fully-observable models and a class of indexable models for the partially-observable ones. We show that a generalization of the adaptive greedy algorithm computes the Whittle index for all indexable restless bandits. Finally, we discuss a learning problem in restless bandits when the dynamics of all processes are unknown initially. The learning algorithm uses a Thompson sampling approach to estimate the unknown parameters and uses estimated Whittle index to choose actions. We provide an upper-bound on the regret with respect to an oracle who knows the true parameters. | https://www.gerad.ca/en/events/1914 |
Fleet management and asset management are terminologies widely used in the defence domain, but through life asset management is definitely new. Pierre-Michael Delamotte, professional head of discipline at Atkins, explains
In his Defence Support Strategy (DSS), the Chief Defence Logistic and Support (CDLS), Lt Gen Richard Wardlaw, identified the installation and exploitation of through life asset management as one of the ways to achieve the strategic outcomes he has set for 2025.
The choice of this new term ‘through life asset management’ would indicate a willingness from the CDLS to adopt some of the principles of ISO 55000 Asset Management, as expressed in one of his responses during the Q&A session at SupportNet21, held on May 18 2021.
Some MOD organisations are already on this journey, such as FinMilCap and the Defence Infrastructure Organisation (DIO) applying asset management to the Defence Estate assets, or the Submarine Delivery Agency (SDA) doing the same for their Infrastructure and Equipment assets. Using through life asset management may also highlight a difference with what is commonly described in MOD as fleet/asset management that refers in reality to managing assets. Indeed, this source of confusion is not specific to Defence and is well explained in the TC251 article ‘Managing Assets in the context of Asset Management‘.
|A managing assets focus||An asset management focus|
|• Lifecycle activities and asset care – availability, reliability, dependability and safety
|
• Asset location, condition, life extension and/or interventions
• Asset databases, systems (and IT) and performance
• People, skills and work management
• Budgets and key performance indicators (KPIs) / cost of maintenance and current performance
|• The purpose of your organisation and what assets it needs – and why
|
• Value, purpose and long-term outcomes
• Risk and context e.g. markets / climate / regulation
• Holistic approach to different funding streams e.g. CAPEX and OPEX?
• Collaborative behaviours – breaking down silos both internal and supply chain?
• How assets contribute to organisational value
ISO 55000 Standards
The ISO 55000 Standards predominantly address the strategies, plans and management system framework an organisation uses to derive value from the assets.
Whilst they do not in detail address the activities performed directly on the assets (managing assets) they do provide a structured approach and a home to connect those activities that are already well defined elsewhere in systems engineering, ARM&T, Safety or Supportability disciplines.
The additional benefit of the wider asset management approach is that it provides that essential linkage between assets and the delivery of sustained military capability expressed in terms that are more easily digestible by those in control of the finances than a very engineering led approach.
Supportability Case:
What could through life asset management mean for the current processes and artefacts developed collectively by the Defence Enterprise if the principles of ISO 55000 were applied?
Let’s consider one example by picking the Supportability Case; a key ILS artefact and a major input to the Support Solution Envelope (SSE).
As defined in the Defence Logistic Framework (DLF), the Supportability Case is defined as: “A reasoned, auditable argument created to support the contention that a defined system will satisfy the Support requirements of a Project”.
Starting with the initial statement of requirement, it will subsequently include identified perceived and actual risks, strategies and an Evidence Framework. This refers to associated and supporting information, including Support related evidence and data from design activities, trials, etc, through to In-Service and field data as appropriate, and also record any changes.
In other terms, the Supportability Case is a progressively expanded body of evidence that provides progressive assurance that an asset will achieve its support requirements and that the support risks are managed.
The Supportability Case already satisfies many asset management principles:
- Risk-based decision making, where identified support risks are assessed to determine the Supportability activities required to mitigate these risks, resulting in the tailoring of the supportability programme.
- Long term view, as the asset in-service life (30-50 years) is a key parameter in the supportability analyses. Furthermore, the Supportability Case is updated periodically to record progress, changes and assumptions firming-up. It will remain with the asset throughout its life, from concept to disposal.
- Decision making from a position of knowledge, as the claims made in the Supportability Case must be evidenced and provide a clear audit trail. The nature of the evidence evolves during the life of the Supportability Case starting from requirements allocation, progressing then to design predictions, test results, logistic demonstration reports and in-service monitoring of supportability performance.
To satisfy the asset management principles, the Supportability Case should also provide the following:
- Alignment with the Capability objectives and Organisation objectives, understanding how the achieving the Support requirements are contributing to the delivery of Military Capability and the MOD objectives.
- Decision-making criteria consistent across the functions delivering the asset, allowing to prioritise funding alongside other functions, such as safety, reliability, design engineering, supply chain, etc.
- A link between very technical Asset Risk and more holistic Enterprise Risk (as espoused in JSP892).
Adopting the principles of ISO 55000 is entirely feasible and relates more to improvements than to revolutionising the current approach. This could be because MOD already has a mature approach in managing its assets. Obviously, this analysis should be extended to a much wider part of the MOD Business Enterprise before firm conclusions are made. | https://www.pbctoday.co.uk/news/planning-construction-news/life-asset-management-defence/97876/ |
Blacktown City Council has partnered with intelligent engineering software platform, VAPAR, on a project to automate condition assessments of stormwater and sewerage pipelines using artificial intelligence (AI) and machine learning (ML).
The project comes as part of the council’s efforts to more effectively use data to drive smarter decision-making, and in preparation for a projected population rise to 560,000 by 2050.
As part of the council’s review of the Asset Management Strategy and Support Services in 2018-2019, the Council’s Better Practice Review (BPR) Program identified the management of drainage infrastructure as a key area for practice improvement.
Specifically, the council was interested in engaging technology that enabled more efficient use of data to drive planning and decision-making for its asset management plans. Due to their labour-intensive nature, visual pipe inspections had not previously formed part of the data collected for asset management condition assessments. Instead, they had relied on ‘estimated useful life projections’ in asset management plans for pipes.
Blacktown City Council partnered with VAPAR on an initial trial inspection of 3km of pipe CCTV footage, with a view to finding a solution to proactively manage the council’s 1,160km of pipe infrastructure and make data-driven decisions moving forward.
Manager Asset Planning and Support at Blacktown City Council, Adam Cowell, said, “Innovation is one of council’s core values and we are always looking for ways to improve our service to the community.
“VAPAR’s solution stood out for its proven results with other utilities companies and councils, and its innovative approach to using artificial intelligence and machine learning made this pilot project a success.”
By project end, the pilot project had demonstrated an overall success rate of 84.6 per cent in the identification of pipe defects. Most importantly, the council had taken steps to adopt a technology-based approach to their service delivery, allowing them to inform drainage asset management plans with standardised asset condition data.
By seeking a technological solution to address a key area for practice improvement highlighted by the BPR Program, Blacktown City Council were able to greatly improve their service delivery, creating a proactive approach which utilised data to drive decision-making. Blacktown City Council were able to implement this change whilst also circumventing weeks of labour resources that would have been normally required.
“It’s been a pleasure working with the Blacktown City Council team on their journey to lead the way on innovative service delivery for their community and their commitment to ‘Building the Best’ Council in Australia,” CEO and Co-Founder of VAPAR, Amanda Siqueira, said.
“AI and machine learning present enormous opportunities for councils to drastically save time and costs on managing and monitoring pipes, and we’re thrilled to see forward-thinking organisations embracing the capabilities of these technologies.”
Blacktown City Council recently received a ‘Highly Commended’ status in the ‘Service Delivery Initiative – Population Over 60,000’ category of the Local Government Excellence Awards for 2020 for the Blacktown City Council VAPAR Pilot Project. | https://councilmagazine.com.au/council-launches-innovative-data-driven-asset-management-project/ |
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Port Alberni, BC – The controversial trailers located at the Wintergreen Apartments on Fourth Avenue in Port Alberni will be removed from the property, owner Randy Brown said.
Brown brought the trailers to empty land he owns after seeing a spike of people sleeping outside on the sidewalks in the lower hallway of Fourth Avenue in 2020.
“I have a big heart,” he said. “I can’t bear to see these people out in the cold.”
His solution was to move nine trailers on his property to provide a housing solution for the homeless.
“I sent the letter to town and said what I was going to do,” Brown said. “I didn’t get an answer, but I told them, either we can do it together or I was going to do it on my own. And I did what I said I was going to do – I did it on my own. ”
The city opposed the move, and on November 23, 2020, council passed a remedial action requirement requiring the owner to remove all trailers, as they were deemed unsafe and violate city bylaws.
“We absolutely do not agree that the trailers are there because the conditions people live in put them at risk,” said Port Alberni Mayor Sharie Minions. “There are extension cords that feed the trailers, there is no proper sewerage, there is garbage everywhere. The property is not maintained. ”
Without alternative housing solutions, Minions said the city would not be moving any of the trailers, especially in the middle of winter, but that “it’s not good if [Brown] guard the trailers.
It’s a complex question, she admitted.
Since 1999, Brown has run a property management business and currently oversees over 20 commercial and residential properties in Port Alberni.
He charges the rent of the trailer to the residents of Fourth Avenue, but said he doesn’t earn enough for his day-to-day problems.
Minions said she felt the residents were being taken advantage of.
“We frequently hear reports from social workers and different service providers in this region of three or four people living in tiny little trailers that are not properly heated and yet pay rent,” she said. “It’s just not acceptable. It is exploiting the people in our community who are the most vulnerable.
After several site visits in early 2021, Gaylene Thorogood, Community Safety Officer at the City of Port Alberni, said that “three of the units are hooked up to the property’s sewer system without inspection or permits and the waste continues. to accumulate ”.
“The current condition of the building and the use of the property contravene city bylaw and compromise the safety of occupants and emergency personnel responding to calls at this location,” she added.
Thorogood said service calls to the site have nearly doubled since trailers moved to the property in 2020 and the RCMP have been making almost daily visits.
Several months ago, Minions said she sat down with Brown to discuss options that would improve the safety of people living in the trailers.
“We gave him very specific options on what he could come up with, and he never took any action,” she said.
Although she has yet to see any improvements, Minions said she was “happy” to hear that Brown intended to clean up the property.
Brown said it has become clear that a new approach is needed.
“It is clear that the trailers have to go,” he said in a statement, adding that it is appropriate that a safe alternative accommodation option must be available before occupants are moved.
“It’s been a roller coaster ride taking care of all these people,” Brown said. “I am not a social worker.
Keeping trash under control as Brown said it’s hard to find someone willing to work on the property.
“It’s a nightmare,” he said. “I want to move on. ”
For the past 61 years, Brown has called Port Alberni home and said the homelessness problem continues to get worse.
“It breaks my heart that we can’t come up with a simple solution,” he said.
A task force has been established by the city to develop an immediate solution for residents living in the trailers on Fourth Avenue, in collaboration with the Nuu-chah-nulth Tribal Council (NTC), Port Alberni Friendship Center , as well as Tseshaht and Hupacasath. First Nations.
“The people [living] on fourth avenue, look for a personal space, ”said NTC vice president Mariah Charleson. “Something that is theirs – a place where they can keep their belongings safe. ”
A barrier-free and non-discriminatory housing solution is essential, she said.
Port Alberni’s homeless tally in 2021 indicated a significant increase in the number of people who identified as indigenous, rising to 65% from 48% in 2018. According to the 2016 census, only 17% of the General population of Port Alberni is Aboriginal.
“Our loved ones struggle day in and day out to find a warm place to rest at night,” Charleson said. “We can’t just leave these people homeless because we know we already have a crisis in Port Alberni. ”
Without access to culturally appropriate or safe services, Charleson said many Indigenous people feel uncomfortable asking for help.
Following the success of the sleeping cabin model in Duncan, the work team plans to implement a similar system in Port Alberni. Pods are small, insulated sleeping units with lighting and heating that provide homeless people with a safe, dry place to rest their heads at night.
This would act as an immediate solution, until a permanent, long-term option is identified, Minions said.
“It is not a permanent option for people, but until a permanent option is created, we believe there must be a safer and more immediate alternative,” she added.
The task force has only met once. Another meeting should take place in a week or two. | https://boggsdesign.com/a-new-approach-is-needed-to-deal-with-controversial-fourth-avenue-trailers/ |
Richard has more than 15 years of insurance investment accounting experience. He is an expert in statutory accounting and investment systems and is Clearwater’s liaison for the NAIC, NASVA, and the IASA. He has an MBA in finance from the University of Hartford and a bachelor’s in accounting from York College of Pennsylvania.
The Statutory Accounting Principles Working Group (SAPWG) proposed an update that would require mid-year holdings reports for the following fields: CUSIP, par value, book/adjusted carrying value, and fair value. The SAPWG passed a motion to recommend the mid-year data collection of Schedule D investments to the Accounting Practices and Procedures (E) Task Force. The Accounting Practices and Procedures (E) Task Force sent the decision to be reviewed and ratified by the Financial Condition (E) Committee, which is the parent of both the SAPWG and the Accounting Practices and Procedures (E) Task Force.
If adopted, the mid-year holdings report would be effective June 2019. The Financial Condition (E) Committee extended the vote on this item for 30 days to receive comments and feedback from Industry and interested parties.
During the meeting on May 12, 2017, interested parties raised concerns about the increased cost the additional disclosure would entail. They argued that in addition to possible systematic cost, there are also soft costs that require effort and time to validate.
Interested Parties asserted that since acquisition and disposition data are already provided, the NAIC should invest in programming the requested holdings data. Industry expressed the NAIC has not given specific cost/benefit considerations in their request. Industry suggested the NAIC could potentially invest in a more consolidated effort rather than asking insurance companies to provide this additional data every year.
At the center of the dialog, the issue remains: regulators are requesting more timely information on investments, and the current process cannot yield the desired results. The NAIC proposed a solution Industry argues may not fully address the source of the issue.
Currently, the NAIC receives holdings annually and uses a database to combine the annual filings with Q1, Q2, and Q3 to get a new value. The values produced from the database are an estimate at best; CUSIPs and par amount data are up-to-date, while all other holdings details are predominately comprised of data from the previous year. Reasonable estimates on certain items (such as fair value) can be made using Investment Analysis Office data.
When regulators have questions, they are potentially using data that has been stale for over 12 months. For example, a regulator has a question on an investment in February 2017. Since the annual reports for 2016 have not been filed yet, the NAIC uses the 2015 annual report as a starting point, then adds the quarterly reports. The key challenges the NAIC is attempting to solve are the length of time this process takes and the limited amount of data that’s available, even with the database.
The proposed solution moves the starting point of the investment data regulators receive to mid-year instead of the previous year-end. Regulators would analyze information using six-month-old data as opposed to 12-month-old data. Some members of Industry proposed an alternative to this solution, saying they could substitute the mid-year holdings schedule with additional quarterly summary disclosures to help with the quality and accuracy of the NAIC’s data. However, the NAIC has been hesitant to act on this approach, stating that market events, which can fluctuate, determine its needs.
Further action on this time has been deferred to the NAIC Summer 2017 National Meeting, tentatively scheduled for Tuesday, August 8, 2017. During this meeting, the proposal with either be approved as-is, be sent back to the SAPWG for further modifications, or be rejected with no further action. Visit the committee page for details on the meeting agenda and more information on the Financial Condition (E) Committee. | https://clearwateranalytics.com/resources/blog/update-potential-changes-to-annual-holdings-reports/ |
Trust is a complex beast. It is hard to build and easy to lose. To achieve it we must first understand what the component parts of trust are; how we achieve it – or create strategies to achieve it; why it matters and how it underpins successful engagement for major projects.
Author David Horsager and Harvard Business School professor Frances Frei both write about trust. There are many synergies between the elements at the core of their theories and successful or failed projects, i.e. from an engagement perspective, a project’s success or failure can be attributed to any one (or more) of the elements Horsager and Frei focus on.
Consistency, clarity, compassion, character, contribution, connection, commitment and competency (8 Cs) are Horsager’s pillars of trust. And Francis Frei’s components of trust sit neatly on the three points of a triangle: Empathy, rigour in our logic and authenticity. When working with organisations to fix trust issues, Frei says “if any one of these three elements ‘wobble’ then they need to be fixed.”
Adding to these ideas, Brené Brown’s ‘Power of Vulnerability’ – although not specifically about trust – also plays around with ideas of compassion, connection and vulnerability, and the impact these have on communication breakdowns. Without vulnerability and connection, we numb, we make everything certain, we perfect, we pretend that what we do is not impacting others. Often projects that fail also display these characteristics – emotion is removed from communication, very little is said because nothing is certain or perfect, and rarely is there enough acknowledgement that the project impacts others.
When we merge these three ideas, we have a new triangle which is both a theory for building trust, and also contains all the elements that either make a project fail or succeed:
To achieve successful engagement, and successful projects, if one of these points wobbles, it needs to be fixed.
Theory is one thing. Practice is often an entirely different ball game. Although these theories tell us what the essential components of trust are, it can be challenging to apply this insight in the real world on major infrastructure projects. In reality, sometimes there is too much focus on one point of the triangle, and not enough focus elsewhere. Without one of the elements, building trust is at risk.
We may dial one element up, or down, but we can’t remove any of them all together. A balance must be achieved across all three. Authenticity, empathy and logic must be aligned throughout the whole process – not just in the engagement strategy but also in how the ‘experts’ implementing the strategy operate. On successful projects, engagement specialists (such as Aurecon) build a client’s trust, have a partnering approach, understand the project, act authentically with genuine intent, openness and honesty. They also understand the project has an impact beyond the project team and often apply user-centred design principles when working with people to minimise any negative impacts and maximise the best outcomes for all.
With authenticity, empathy and logic embedded across the entire process, including how those implementing the process conduct themselves, it is possible to achieve great outcomes.
As one of the governance arms for a large new perimeter road being built in sensitive natural bushland – among a community of surfers, winery owners, organic farmers, schools and so on – I oversaw a process where from very early planning stages there was continuity and consistency of discussions with all types of community. The long-term interactions and listening to needs led to an engaged community that helped co-design the areas of biggest concern. It had a balance of logic, authenticity, empathy.
The logic was well understood: this road removed large trucks and improved safety. Authenticity was set from planning, people were engaged and involved well before funding was a reality. Often these discussions start after funding is announced and this project reaffirmed that having an authentic process prior to funding is extremely important. Empathy was evident not only by understanding the project’s impact, but also asking what could be done to reduce it and working with community to minimise land take and keep the environment as natural as possible through tree planting with local schools and other strategies.
Another success story was a large road which cut off access to a primary school. The community was outraged because students couldn’t cross a highway to get to school (logic) and the proposed underpass was perceived as unsafe and a magnet for anti-social behaviour (empathy). Through an authentic engagement process, listening to the needs of the users, the brief was co-written and the ultimate design transformed into an open, airy, safer underpass with clear visibility for the comfort of students. The school was happy with the outcome and the approach to engagement created a huge sense of trust within the community.
Engagement can be messy, with multiple stakeholders, multiple segments of audiences to be engaged with, politics and so on. But if projects are not trusted they will cost more, take more time or even run the risk of being cancelled. It’s essential that engagement specialists understand what trust is and design engagement strategies that build it by balancing each of the component parts. They must also have a voice at the top table when decisions are being made to ensure trust is fostered right through the lifecycle of the project.
Trust plays a highly critical role in ensuring a project’s delivery; hence, everyone – from the members of the team to the top-level decision makers – should understand and embrace its importance. Surveys, property condition reports, and town halls can only get you so far – but a strategy built on trust guarantees a robust foundation for success.
Nicole Walton is Aurecon’s Lead for Communications and Stakeholder Engagement in Western Australia.
This article is an adaptation on LinkedIn Pulse by Nicole Walton titled, What does Vulnerability and Purpose have in common?
Copyright 2021 Aurecon Group Brand Pty. Ltd. | https://www.aurecongroup.com/thinking/thinking-papers/trust-project-management-success |
Important Things to Do to Become an Influencer
Who are influencers? Those are ordinary people that gained a massive following because of their knowledge and experience. Above all, they focus on building strong relationships that are built on trust and transparency. They don’t promote brands and products aggressively. They do so by wrapping them into engaging stories and providing followers with valuable information and actionable tips. In other words, they focus on delivering value to their following.
The big question is, however, how to become an influencer? | https://socpub.com/?page=10 |
Dr Deborah M Vereen
As a mom, former family and consumer sciences teacher, and school administrator, I write about parenting, family, and education topics. Visit www.Drdeborahmvereen.com to view my work as a family engagement influencer & my YouTube channel!
Steel Cut Crock-Pot Oatmeal
So, my sister has been raving about a breakfast dish that she prepares for her family. According to what she told me, her family often wakes up to a delicious aroma after her recipe cooks slowly through the night. My sister also said that the taste of the oatmeal is so delicious her husband and children join her in eating it as if it were a dessert.Dr Deborah M VereenPublished 4 days ago in Feast
Discover What Matters In Families
Whether minuscule or grandiose, humanity has been given the capacity to choose. Some consider this a right. Others consider it a responsibility.
Use Your Social Media Platforms Well
Introduction These days people who produce and share content in all forms are influencers. They leverage their capacity to impact the way their followers embrace societal trends and react to important information. Influencers have a depth of control over those whom they lead because of their ability to foster trust among them.Dr Deborah M VereenPublished 6 days ago in Motivation
Overcoming Parental Guilt About School
Introduction A lot of parents get it. They realize that the children of moms and dads who regularly communicate with teachers, who are visible at school functions, and regularly promote learning at home are better students. That means that these students earn higher grades, their school attendance is more consistent, behavioral concerns are decreased, and the list of other positive outcomes continues.
Why Should the Community Solve All Problems With Youth?
Introduction As I watched the nightly news on television a short time ago, I was taken by a story that aired. A group of teenagers who viciously attacked a young man caused him to be hospitalized with brain damage. As a neighbor was interviewed, he saidDr Deborah M VereenPublished 7 days ago in The Swamp
Spaghetti Pie
Introduction The longer I spend as a family engagement influencer, the more I realize how broad the area is. I remain dedicated to igniting family engagement in education. However, I also accentuate the importance of parents strengthening the bond that they share with their children within their family unit.
Surviving A Death That Never Lived
My Backstory Is My Introduction The life-giving flow that constantly and recklessly gushed from my being during my young adult years always reminded me that the hope that gave life was losing its grip. Like a scary nightmare that I could not escape, it haunted me. And it chased me relentlessly.Dr Deborah M VereenPublished 8 days ago in Viva
Holiday Cooking Trends 'Yule' Love
This is a special time of the year for parents and their children as well as other family members. | https://vocal.media/authors/dr-deborah-m-vereen?page=1 |
Today’s episode features an interview with Jud Mackrill (LinkedIn | Twitter), CMO of the Carson Group. On this episode, Jud talks about marketing in the financial services industry, how theology school prepared him for a career in marketing is best CMO advice and much more.
3 Key Takeaways:
– There is an emerging frontier of marketing that combines technology with human connection
-Never forget the human in the middle of your business interactions
-Doing brand transformations is one of the most meaningful parts of being a marketer
Key Quotes
“Healthy organizations have defined the role of an integrator as the person who is really making sure that everything happens well. And then there is the visionary who is out there thinking and dreaming and helping to install a vision that will come back inside the organization.”
“We need to be willing to marry technology with interaction, but also have a bias toward being willing to spend the maximum amount of time we need to. Because at the end of the day, in my industry in particular, which is something I love about it, it’s a trust industry — we’re asking families to trust me. We have over 26,000 families that we get the honor to serve every day. We’re asking them to trust us that we’re going to do what’s in their best interests and we’re going to do the work.”
“A core marketing philosophy is that people are people are people. Everything has to be about individuals and we have to take the time and humanize every interaction because they’re all unique.”
“As much as good marketers can start to think about themselves just as a salesperson with a different skill set, that’s where the magic happens.”
Bio:
Jud Mackrill is the Chief Marketing Officer for the Carson Group. His journey to marketing was a unique one, which started playing in garage bands, turned to studying theology in college, and eventually lead to the founding of his own company, Mackrill Media.
Eventually, Jud found his way to Orion Advisor Services, where he spent more than 11 years before becoming the CEO of Mineral Interactive, which was acquired by Carson in 2018. He currently enjoys the role of CMO while living in Omaha, Nebraska, and he “is passionate about building digital strategies and powerful tools to enhance the lives of advisors to effectively grow their firms.”
Mentions:
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Marketing Trends podcast is brought to you by Salesforce. Discover marketing built on the world’s number one CRM: Salesforce. Put your customer at the center of every interaction. Automate engagement with each customer. And build your marketing strategy around the entire customer journey. Salesforce. We bring marketing and engagement together. Learn more at salesforce.com/marketing. | https://marketingtrends.com/episodes/marketing-in-the-financial-services-world-with-carson-group-cmo-jud-mackrill/ |
Trust and Commitment
The following words are from two American academics Rob Morgan and Shelby Hunt. We’ll come to these guys shortly.
——————————————————
“Commitment and trust, rather than (or at least in addition to) power and dependence, are now central to discussions of business relationships.
Researchers and practitioners have come to view most interactions between business parties as events that occur over the course of a relationship between two or more partners.”
——————————————————
The funny thing about business-to-business (B2B) is that it’s less about business and more about relationships. In fact, B2B is really P2P: person-to-person. People buy from people. In large organisations, the decision to go with one particular service provider over another is often down to the answer to one simple question: “Do I really want to work with this person?”
The answer to that question is usually based on the perception of whether the individual can be trusted or not. Without trust, there can be no commitment.
I thought companies bought mainly on price?
Large business contracts are often put out to tender. Companies will often produce a clear set of evaluation criteria to help guide the choice of service provider. Price is always one of the evaluation metrics. Even so, the final decision is often made on softer and unwritten criteria. Few decisions are made solely on the basis of price. Often, they are made on a combination of price and solution/ functionality. But when it comes to making the final choice to award any contract, subtle psychological elements come into play.
“OK, I know these guys seem to have the [INSERT: ‘best product’, ‘lowest price’, ‘most innovative solution’]. But what if it all goes wrong? Will they sort out the issues or will they leave me in the lurch? Will I lose my job?”
Fundamentally, we like to buy from people we think are honest, who treat us fairly and who act with integrity. In other words, we buy from people we trust. Price is generally a secondary consideration. It can’t be ignored but rarely is it the most important factor in the decision-making.
Morgan and Hunt
Two American academics figured this out a long time ago. In 1994, Rob Morgan and Shelby Hunt wrote a seminal paper on what really drives a long-term relationship between two business partners.
The Commitment-Trust Theory of Relationship Marketing quickly became a hit, not just in academic circles, but among senior business executives who were trying to identify why people were likely to do business with you.
Morgan and Hunt realised that long-term business relationships are built on a mutual and cooperative working relationship between two partner firms. Focus on Trust and Commitment if you want to foster and nurture such relationships. That’s why we built these key metrics into the heart of our Customer Relationship Quality (CRQ) methodology.
Customer Relationship Quality (CRQ)
Deep-Insight’s CRQ model works on three levels. Let’s take a quick look at each level. From the bottom up:
The Relationship Level
Trust and Commitment are the most important building blocks for a good relationship but don’t ignore Satisfaction. This is simply a measure of whether the customer’s expectations have been met or exceeded. Satisfaction is quite transactional. Customers can be happy one day and deeply unhappy the next, if they experience a problem. If the problem is solved, satisfaction levels increase quickly.
The Uniqueness Level
Experience is a measure of how easy you are to do business with and if you are seen as a trusted partner. You can have the best products or services in the world but if your clients can’t work with you and don’t see your people as trusted partners, you will not be seen as ‘Unique’. Deep-Insight defines Solution as a combination of Innovation, Leading Edge and Value-For-Money. These are three related but slightly different concepts but if you score well on all three, you have an offering that can help your clients compete in the marketplace in a way that none of your competitors can do. When we talk about ‘Solution’ we’re not just talking ‘Product’. It’s as much about how the account managers, sales and delivery teams position your company’s product or service, as it is about the product or service itself.
The Service Level
Service covers three separate elements: Reliability, Responsiveness and Customer Care. Reliability measures whether or not you do what you say you do. Do you walk the talk? Do you do what you promise? Essentially, can your clients rely on you (and the ‘you’ refers to both the brand and the individuals working with the client). Responsiveness measures whether or not you react quickly to issues that arise. Better, still, are you proactive in anticipating customers’ needs or issues. Customer Care is all about making the customer feel valued.
Are you interested in building Trust and Commitment with your key clients? Would you like to find out more about our Customer Relationship Quality (CRQ) model? If the answer to either question is yes, contact us today. | https://www.deep-insight.com/tag/shelby-hunt/ |
Browse by author
Lookup NU author(s): Dr Helen Kendall,
Dr Sharron Kuznesof,
Marian Raley,
Beth Clark,
Dr Mei-Yen Chan,
Philip Brereton,
Professor Lynn Frewer
This work is licensed under a Creative Commons Attribution 4.0 International License (CC BY 4.0).
Abstract Background/aims: Persistent incidents of food fraud in China have resulted in low levels of consumer trust in the authenticity and safety of food that is domestically produced. We examined the relationship between the concerns of Chinese consumers regarding food fraud, and the role that demonstrating authenticity may play in relieving those concerns.Methods: A two-stage mixed method design research design was adopted. First, qualitative research (focus groups n=7) was conducted in three Chinese cities, Beijing, Guangzhou and Chengdu to explore concerns held by Chinese consumers in relation to food fraud.A subsequent quantitative survey (n=850) tested hypotheses derived from the qualitative research and theoretical literature regarding the relationship between attitudinal measures (including risk perceptions, social trust, and perceptions of benefit associated with demonstrating authenticity), and behavioral intention to purchase “authentic” European products using structural equation modelling.Results Chinese consumers perceive food fraud to be a hazard that represents a food safety risk. Food hazard concern was identified to be geographically influenced. Consumers in Chengdu (tier 2 city) possessed higher levels of hazard concern compared to consumers in Beijing and Guangzhou (tier 1). Structural trust (i.e. trust in actors and the governance of the food supply chain) was not a significant predictor of attitude and intention to purchase authenticated food products. Consumers were shown to have developed ‘risk-relieving’ strategies to compensate for the lack of trust in Chinese food and the dissonance experienced as a consequence of food fraud. Indexical and iconic authenticity cues provided by food manufacturers and regulators were important elements of product evaluations, although there are geographical differences in their relative importance.Conclusions: Targeted communication of authenticity assurance measures, including, regulations, enforcement, product testing and actions taken by industry may improve Chinese consumer trust in the domestic food supply chain and abate concerns regarding the safety risks associated with food fraud. To support product differentiation and retain prestige, European food manufactures operating within the Chinese market should recognise regional disparities in consumer risk perceptions regarding food fraud and the importance of personal risk mitigation strategies adopted by Chinese consumers to support the identification of authentic products. | https://eprints.ncl.ac.uk/247923 |
When I write, I can put the jumbled thoughts that are swirling through my mind into written words that can make sense, even if only to me. Because I must focus to move my fingers on the keyboard, I can take my time and just let the words flow in a more selected way, and then change the thoughts into more organized patterns.
The intent is to imagine these patterns as pieces of a puzzle, and then begin putting them together to form the complete picture. That is the magic of writing.
When I write non-fiction, the pictures often represent the emotions in my heart. But they also represent knowledge learned, which came through seeing, hearing, and doing, my life’s experiences.
One of the books I am working on now came from the experiences I’ve endured on my journey to becoming an author, and I’d like to share a brief excerpt here today. (Though my book is being written primarily for authors, much of it applies to any business or industry.)
From the business end of it, you are promoting yourself as an author (not your books, but you as a person).
Another aspect of the business is based on the idea that an author can be thought of as a leader. You are leading the minds of your readers with your words.
The following excerpt is about building your reputation as a leader with integrity:
Building Leadership Skills: 4 Keys to Becoming a Person of Influence
During a recent study group session regarding leadership skills, the question was asked, “Who are your primary influencers & Why and how do they influence you?” Our answers were varied on “who”, but there was a general pattern in the “why and how”.
What makes a leader stand out from the crowd? It is their ability to be effective in their influence on others, in thought or action, combined with integrity.
In any form of leadership, it is important to connect with those you are leading. Otherwise they won’t follow you for very long. Here are 4 keys to becoming a person of influence, and building connections that have a powerful impact.
1. BE TRUSTWORTHY
People will not listen to you if they don’t trust you. Trust is earned when you demonstrate:
2. BE CONSISTENT
Let’s face it, there is nothing outstanding or extraordinary about a McDonald’s hamburger. Yet they have become a known and successful fast-food chain. Why? Because they are consistent. People know they can rely on getting the same food item each time they order it, and they get it quickly (usually).
Being consistent means:
* This ties in with #1 – when you demonstrate consistency, you build on your reputation of being trustworthy.
3. BE KNOWLEDGEABLE
No one is going to listen to you if you can’t demonstrate a real knowledge of what you’re talking about.
Remember, nobody likes a “know-it-all”, so be humble. They also don’t like false information, so make sure it’s accurate.
And again, BE HONEST! Don’t be afraid to say that you don’t know the answer or have the information if you don’t. Then offer to research it and share it, and make sure to follow through on it. This reinforces confidence in your ability and wisdom, as well as your honesty.
4. BE EMPATHETIC
I’m not talking about some kind of supernatural psychic skills here. To be empathetic means, “to be aware; having knowledge of, and comprehending the needs, feelings, problems, and views of others”.
The difference between being a “boss” and a “leader” is that a boss is concerned primarily with his own needs and wants, whereas a leader is concerned with the needs and well-being of those he/she is responsible for. No one is going to willingly follow or support someone if they don’t believe that person cares about them.
People want to feel a real connection with their leaders, and they want to know their needs are understood.
Each one of these skills by itself is a good asset to anyone in leadership. But when you combine all 4 together, you become a powerful influencer, and that is the gateway to changing the world.
And don’t forget…lead by example, in life as well as business. Be the kind of person you would want to follow. – end
I’d like to take a moment in closing today to say THANK YOU to all of my followers here! I truly appreciate your support. It is my hope that you will find encouragement, along with useful information, and a little entertainment as well on the site, and perhaps share it with your friends.
One of the most valuable insights I have gained in my years of writing is the AWESOME generosity of independent authors when it comes to promoting each other. This applies to blogs as well as books, articles, and other works.
So, in the spirit of sharing, if you are interested in having your work promoted here, or a suggestion for someone’s work that you admire, please share a link and a brief description in the reply section. (The only requirement is that it must be free from obscenity and vulgarity. Anything of this nature will be deleted.)
Have a Happy Wednesday, and I’ll see you tomorrow! – Amber
“Live a life worth living, a life of integrity. Be real, kind, helpful and wise, always with an attitude of gratitude. And whatever it is you do, give 110% effort to it, even in the little things”. – Amber
Copyright © 2019 Amber Leggette-Aldrich. | https://amberleggettealdrich.com/2019/05/15/becoming-a-great-leader-starts-with-this/ |
In this post, you’re going to learn exactly how to ask someone to be your mentor.
In fact:
These are the exact same strategies I’ve used to connect with and learn from some of the world’s top thought leaders.
At a Genius Network Meeting with Genius Network Founder, Joe Polish
In the Philippines with my mentor, Jonathan Levi, accelerated learning expert
Hanging out with Benjamin Hardy, the #1 Writer in The World on Medium.com
"Swimming" with original shark on Shark Tank, Kevin Harrington
And the best part is, today you’re going to learn how I did it...
... step by step.
FIRST THINGS FIRST:
THE DIFFERENT LEVELS OF MENTORS
If you could snap your fingers and get any living person to mentor you, who would you choose?
If you’re like most people, chances are the first few people that popped into your head are:
- Bill Gates
- Oprah Winfrey
- Warren Buffett
- Sara Blakely
- Jeff Bezos
- Elon Musk
- Tim Ferriss
And while those people are great and all, the surprising truth is this:
Chances are that each of those people would be terrible mentors.
Wouldn’t having any of those industry titans as your mentor be a dream come true?
Yes and no.
Here’s the thing:
What most people fail to understand about mentorship is that there are different levels.
Just like there are different levels to your career, there are different levels of mentorship.
Let me show you what I mean:
Let’s say you’re just starting out.
You have a job that you don’t hate, but you don’t love it either.
You’re stuck, and you want help to gain clarity on what to pursue.
To solve this problem, you want a mentor.
Suddenly, a magic genie appears to offer you two options:
- Option A: You can ask Bill Gates how to help you, but he can only give you 30 minutes of his time. After the 30 minutes are up, you’re on your own to figure the rest out.
- Option B: You can ask someone you admire who is several steps ahead of you. You can meet with them monthly for 1 hour, and they can provide you feedback and direction as the months progress.
Who would you choose?
Yes, it would be cool to get an answer from Bill.
But in this case, you are much better off learning from someone that is just a few steps ahead of you.
Now let’s take a look at the opposite end of the spectrum:
Let’s say you’re the founder and CEO of two multimillion dollar companies. You’re running into issues scaling your businesses and building a team to take things to the next level.
At this point, there are much fewer people who have solved the problems you are now facing.
The problems you need to solve are rare.
At this point, maybe all you need is 30 minutes with Bill Gates, and he could provide you incredibly actionable insights on how to solve your problems.
KEY TAKEAWAY:
Where you are in your career will determine the level of mentor you need.
Before you ask someone to be your mentor, you first need to determine if they are the right person to help you evolve.
The last thing you want is to waste your time developing a mentor relationship with the wrong person.
With that out of the way, now we need to understand what the different levels of mentorship are.
After working with dozens of mentors over the course of the last 7 years, I like to categorize mentors into three different buckets:
- Tier 1 Influencers
- Tier 2 Influencers
- Tier 3 Influencers
Here’s a quick breakdown of each of the tiers:
- Tier 1 influencers are the people we were talking about before — the Warren Buffetts of the world.
- Tier 2 influencers are people who are incredibly successful and are on an upward growth trajectory, but still haven’t reached the point where they have millions of followers.
- Tier 3 influencers are what I’d refer to as more “local” influencers. They have a sphere of influence and a wealth of knowledge, but it’s not as big as a tier 2 influencer’s. They are fairly accessible.
If you’re just starting out, you’re best off learning from a Tier 3 influencer.
If you’ve spent some time building your brand and sphere of influence yourself, you’re best off learning from a Tier 2 influencer.
If you’ve experienced incredible success and are in a C-level position at a well known company, or run a wildly successful company of your own, then you might be ready to start learning from Tier 1 influencers.
Understanding this is the key to not only asking someone to be your mentor, but also to making sure the relationship is set up for success.
One final important thing to note:
I’m NOT saying that if you’re a “pre-tier 3 influencer” that you shouldn’t reach out to a tier 1 influencer.
But you must realize that the level of influencer will dramatically change both:
- Your approach to how you ask for mentorship
- The structure of the mentorship
HOW TO ASK SOMEONE TO BE YOUR MENTOR PRO TIP:
Really take the time to figure out where you stand on this spectrum.
Knowing the exact person you should reach out to will not only save you time, but it’ll increase your chances of getting a mentor that can help you achieve your goals faster.
HOW TO DETERMINE THE IDEAL MENTORSHIP FORMAT
Now that you understand the different levels of mentorship, the next thing you must understand is the ideal mentorship format.
While that may sound fancy and unnecessary, the truth is that understanding this will dramatically impact the likelihood that someone will agree to mentor you.
If you find the ideal mentor, pitch them perfectly, but ask them for the wrong format of mentorship, you may have just tossed your opportunity out the window.
Let me show you what I mean:
No matter how successful you are, Oprah probably doesn’t have the time to meet with you for one hour meetings on a monthly basis.
On the other hand...
... a tier 3 influencer might.
With that being said:
Your mentor’s level of influence will determine your mentorship format.
Here are some rules of thumb:
- Tier 3 influencers are best for the most “formal” form of mentorship. With a tier 3 influencer as a mentor, monthly 30-60 minute meetings are 100% acceptable.
- Tier 2 influencer relationships are not as black and white as a tier 3 mentor relationship. Because a tier 2 influencer’s time is more limited than a tier 3’s, chances are that the meetings will have to be less frequent. But there is an exception, and that is if you can get a position working for a tier 2 influencer. We’ll get to more of that in a bit.
- Tier 1 influencers will require a much more “hands off” kind of mentorship. Because their time is extremely limited, the mentorship you will receive will most likely be in the form of the ability to ask them questions. In other words, an ideal mentorship situation with a tier 1 influencer might be the permission to ask them an occasional question via email only when you’re stuck and have exhausted all other options.
Make sense?
Now that you understand both the different levels of mentors and the ideal mentorship format, there is one more thing you must understand before we go in for the “ask”:
Why Asking Someone To Be Your Mentor Is Like Going In For A First Kiss
Learning how to ask someone to be your mentor is a little bit like going in for the first kiss.
It’s funny:
If you Google “how to approach a first kiss” you all of these articles pop up about how to make the approach:
Click on any of those articles, and they are filled with advice like “approach smoothly” or “position yourself strategically.”
But here’s the crazy part:
Ask any person who’s been kissed on a first date, and I can guarantee their decision to go with the kiss or not had nearly NOTHING to do with “the approach.”
It doesn’t matter how “strategically” you position yourself, or how “smooth” your approach is...
... the person you want to kiss made up their mind HOURS ago.
Sure, the end “move” might play a small part.
But in reality, it was how the rest of the date went that will determine the outcome of the kiss.
The same is true with mentorship.
The “ask” doesn’t carry as much weight as all of your previous interactions with them.
In other words:
How you set up for the ask is more important than the ask itself.
If they are going to say yes to mentoring you, they must be confident that you will be a good mentee!
For the most part, this depends on one small thing:
Your proven ability to implement.
Chances are, you will not pay your mentors — so what’s in it for them?
From my experience, the most rewarding thing for a mentor is seeing their mentee grow..
And in order for you to grow, you have to ACTUALLY USE what they teach you!
So to tie the kissing analogy together with this new insight:
In all of your initial interactions with your desired mentor, you must demonstrate that you have a proven track record of execution.
There are three main ways that I like to do this:
1
FOCUS ON BUILDING A RESULTS DRIVEN ONLINE PRESENCE
There is a good chance that if someone agrees to mentor you, they will first check out your online presence.
That means that your LinkedIn profile, personal website, and other prominent online platforms must demonstrate your ability to execute.
AKA no fluff.
Show the results you have gotten in your previous positions by backing them up with facts.
Ex. “Provided excellent customer service” = super vanilla, everyone can say that.
“Led customer service team to increase customer satisfaction 20% as indicated by surveys” = much better.
2
Get introduced to your ideal mentor by someone they trust, or mention a mutual connection
How you first get in contact with your ideal mentor will play a large role in the development of the relationship.
If you were introduced to them by someone they trust, or you at least mention the mutual connection, they are much more likely to believe that you are a go-getter.
(I’ll write an entire article about this later)
3
Prove to them that you already used their content to get results
There is a good chance that the person you want as a mentor has created some kind of content which got you interested in them in the first place.
Maybe they gave a speech you attended, or wrote a powerful blog post.
Whatever it was, I ALWAYS like to demonstrate to them that I’ve already received results from their content by sharing my wins with them.
If you’ve done these three things, you’re now in a much better position to make “the ask.”
Examples Of How To Ask Someone To Be Your Mentor: The Asks
As a quick recap, up until this point we have:
- Determined the level of mentor that we want to reach out to
- Used the level of mentor we want to approach to identify the proper mentorship structure
- Learned the 3 best ways to prove to a mentor that you are worth their time as a mentee
Now we are almost ready to make “the ask.”
First things first:
I don’t believe in directly asking someone to be your mentor.
From the mentor’s perspective, this is super uncomfortable for two main reasons:
- They are probably very busy, and any formal commitment on their time will most likely cause their knee jerk reaction to be “no”
- To them, the words “will you be my mentor” = unlimited free consulting
So if you can’t ask them directly, how can you ask?
The truth is, how you ask someone to be your mentor will vary based on the situation.
To simplify things, I’ve provided several scripts I’d use depending on the level of influencer.
Asking a “Tier 1” Influencer To Be Your Mentor
Being completely transparent, while I have met and worked with several Tier 1 influencers, I don’t yet have anyone I’d refer to as my mentor.
Remember, chances are you’re MUCH better off learning from a Tier 2 or Tier 3 influencer.
However, I’m not just going to leave you hanging here. I’d like to point you in the direction of two of the best resources I’ve come across on this topic.
If you aren’t familiar with Tim Ferriss, he’s perhaps one of the world’s most connected people. Specifically, one of the things he is best known for is developing relationships with some of the world’s most impressive people.
In this article, Tim provided a script that he would use to reach out to someone that is very high stature:
Dear So-and-So,
I know you're really busy and that you get a lot of emails, so this will only take sixty seconds to read.
[Here is where you say who you are: add one or two lines that establish your credibility.]
[Here is where you ask your very specific question.]
I totally understand if you're too busy to respond, but even a one- or two-line reply would really make my day.
All the best,
Tim
Another phenomenal resource that you can find from Tim on the topic of mentorship is this podcast episode. (Start at 6:26).
Again, keep in mind that an ideal Tier 1 Influencer relationship will probably not be as formal as a relationship with a Tier 2 or Tier 3 influencer.
Your primary goal here is to get their advice on a very infrequent basis to help you when you are stuck.
Asking a “Tier 2 Influencer” To Be Your Mentor
I have much more experience obtaining mentorship from Tier 2 influencers.
My most cherished mentor today is Jonathan Levi — top Udemy instructor with 200,000+ students, award winning podcast host with over 3 million downloads, and successful 7 figure entrepreneur.
In fact:
I even have an entire course on how anyone can connect with and learn from Tier 2 influencers to dramatically accelerate their career trajectory.
So while there are multiple approaches you can take to this, I’m going to teach you what I’d consider to be the most universally applicable technique.
The first thing you must understand is also the most important:
The entire email must be positioned as a win for them.
Yes, I know YOU want them to be your mentor.
But if you want that to actually happen, you have to first provide value to them. That means you have to position yourself as a giver, not a taker.
Before you craft your pitch, come up with several huge “wins” for the influencer that would make it a no brainer for them to say yes to letting you start to get closer to them.
That could mean:
- Identifying a big goal that they have, and offering to help them for free (my personal favorite)
- Using your resources to get them..
- More email subscribers
- More followers
- More customers
- More exposure
If you want more in depth instructions on the best ways you can reach out to people in a way that actually gets noticed, I wrote an entire book on this topic. Visit here for more information.
Once you’ve identified a way that you can provide value to the influencer, you’re ready to craft an email to them.
The first email needs to accomplish two things:
Prove to them that you take action, you’re not a random weirdo on the internet, and that you mean business.
Make it a no brainer for them to say “yes” to you
Here’s the exact email I’d use:
Hi NAME-
Your [blog, podcast, youtube video etc] about [topic] was incredibly helpful. [sentence summary of the amazing result you got from the content].
Because of those results, I binged on your content and stalked you a little (in a totally non-creepy way), and noticed that you’re focused on [project their working on/ goal they are striving for].
I identified [NUMBER] low-hanging, high-impact improvements that could help you get there faster, and I’d love to help completely gratis.
If you find it valuable, I’d love to find a way to work with you on a more formal arrangement, but I’d be 100% happy just for the opportunity to network and receive a bit of advice.
Would it be a bad idea to send you my list of [NUMBER] improvements?
- [YOUR NAME]
[YOUR PHONE #]:
[YOUR SKYPE USERNAME]:
Again, for an in-depth training on the best ways to write emails that get noticed, check out my newest book, The Magic Connection Method, right here.
But, working for free is what landed me my first opportunity to work with Jonathan Levi, and we now have a business venture together.
Having the right mentor on your side will pay off 100x.
Trust me.
Asking a “Tier 3 Influencer” To Be Your Mentor
If you’re reaching out to a tier 3 influencer, you can be a bit more direct with your outreach.
The goal with the first email is to set up a meeting either in person or via conferencing.
Here’s an example of what I’d send to meet up with a Tier 3 Influencer (hat tip to my friend David Kelly for this email he sent to a mentor for a meeting).
Hi [NAME]-
[Sincere compliment showing you value or got results from their work / mention you have a mutual connection / show them you promoted their content or shared with friends]
Right now I’m working on [PROJECT/GOAL] so I’m glad I stumbled across [WHERE YOU FOUND THEM ONLINE].
I live in [AREA], too — and one of my goals for 2019 is to meet more awesome people.
Here's 3 reasons why grabbing a 15-minute coffee together won't suck:
- I'm not gonna beg you for a job. Or ask for investors. Or other sketchy things. 100% just want to meet other incredible people.
- Happy to [WAY THAT YOU CAN ADD VALUE TO THEM] so there’s value for you.
- I'll buy you a coffee, so hey, free coffee, right?
Happy to coordinate a time and come towards you.
You around [this/next] [DAY OF WEEK]?
-NAME
Obviously this email is set up for meeting with someone local for a coffee, so feel free to modify it to work for your situation.
Now It’s Your Turn: How Will You Ask Someone To Be Your Mentor?
Now you know exactly how to ask someone to be your mentor.
If you'd like to learn how to increase the chances that people will respond to ANY email you send, make sure to fill out the form below and I'll send you over my Email Best Practices Cheatsheet!
WANT TO LEARN HOW TO MAKE PEOPLE DROOL OVER RESPONDING TO YOUR EMAILS?
I used to suck at writing emails. But after sending literally thousands of them, I've developed a proven "checklist" that dramatically increases response.
Just let me know where to send it! | https://brandon-fong.com/how-to-ask-someone-to-be-your-mentor/ |
The presentation began with a rather disconcerting but powerful reflection on the mindsets of the presenters: they were each asked to indicate what kind of day they had had, their role in the organisation during the project, how they felt and how inspired they were at that moment. As you would expect, the results were largely positive, but this was not the point: it was to illustrate that in order to be an inspirational leaders it is important to communicate transparently in order to instil the trust and confidence of others and this was an example of a simple check-in tool they use at the beginning of each session to help the leaders they work with to openly and authentically connect with their peers about how they are feeling. All the presenters were clear about their roles and the contributions they made and indeed continue to make as the project has been extended.
Jess Fraser emphasised the importance of this by linking good leadership to better engagement which generates excellence in customer experience and how building trust is so crucial. Kathryn de Kort built on this by highlighting the need for employees to be clear about their roles and to maximise how to plays to their strengths.
The purpose of this session was to use the London Underground Customer Service case study to demonstrate the reasons for investing in leaders on order to influence Customer Service. This included the qualities that can emerge from improved leadership, and how this can affect the performance of an organisation. At the centre of this improvement was a focus on mindset.
Brian Woodhead opened the session by describing his vision for the leadership development work designed and delivered by Ben Renshaw, Jess and Kathryn. Upon joining the organisation in 2016, he noticed an inconsistency in the leadership approach across the Customer Service directorate: many people had been doing the same job for years and were disengaged. Some of the factors Brian sought to address were:
- Leaders spending high proportions of their time worried about issues over which they had little or no control.
- A lack of “curiosity” in how things might be done differently
- The absence of time or incentive to reflect, meaning that staff could not always easily see or articulate their contribution to the organisation.
From the outset Brian recognised the magnitude of the transformation required and that it would be impossible to deliver this on his own. Ben, Jess and Kathryn partnered up with Brian to focus on developing leaders who had a shared send of purpose and used this to inspire their teams to deliver excellent customer service, clearly articulating the role everyone had to play in achieving success.
The investment in leadership development was designed to impact the three levels of leadership within Customer Services:
- HoCS (20 Head of Customer Services and their Business Partners)
- AMs (100 Area Managers)
- CSMs (850 Customer Service Managers)
With 6500 people reporting into this structure, the first three months of facilitated workshops that were ran with each of the leadership teams within this structure were the most challenging. This challenge was because leaders were hesitant to engage in a new approach for fear about what the purpose of the leadership programme was. A breakthrough moment was when the leader, manager, coach model was used to highlight the different strengths required to effectively lead teams London Underground with a clear link between this model and the work being covered by the leadership programme. It took 12 -18 months to build the trust to such a level that leaders truly understood the importance of mindset wanting to then invest in their own team’s leadership development and promote the power of mindset at all levels. Brian summarised the delivery approach taken with the wonderfully crafted phrase that summarised their success; the need to “Rush Carefully”.
With the scene set, Ben Renshaw went on to explain how they used the vision of Psychologist Viktor Frankl who sealed his fame in perpetuity identifying the last ultimate freedom, which is our ability to choose our response to the threats from others. Linked to this, Ben introduced his distinction between human “doing” and human “being”, reflecting the ease by which leaders get drawn into ‘doing’ rather than focussing on how they want to be, the ways they show up and inspire as a leader. A leader’s way of ‘being’ influences the choices they make and ultimately impacts on their ability to engage their teams.
For Jess, the project was particularly exciting in that it proved to be the crossroads where Theory and Research hit reality. Leadership capabilities could be developed on the back of existing and intact teams, and it was possible to observe the transformation of these teams. One of the areas explored during the presentation was the “inspiration gap” that afflicts most leaders to a greater or lesser extent and what this case study shows is the importance in reducing this gap to increase levels of engagement. In the case of LU, the approach to “inspiration” was taken around uniting people around a common “Mindset”, while at the same time respecting the rights and desires of people to make choices in their daily lives.
To land the power of mindset, a foundation of trust had to be built with each of the leadership teams within the programme. Ben cited Harvard Professor Amy Edmondson’s work on Psychological Safety, where people could make mistakes without fear of negative consequences. This struck a chord with leaders at LU who understood the importance of psychological safety within their own teams and was embedded by ‘rushing carefully’ and the routine use of the check-in tool in each session to build connection and authenticity which strengthened the psychological safety of each team.
Ben explained that the key reason why this approach worked was that Brian dismantled the traditional hierarchy, did not hand down judgment and was prepared to “tell his story” in an authentic way about what works and what doesn’t. Work became decodified with over-optimism and the consequences of false positivity being replaced by emotional intelligence, authentic leadership, and empowered staff. It was this authenticity and the foundations of trust established in the first 18 months of the programme that helped make the transition from in-person to virtual seamless after Covid-19 changed the delivery model. Jess spoke about the process of adaption and the fact that the hybrid model works so effectively that it is here to stay.
Kathryn spoke about the role of data and evaluation in their work as a means of monitoring whether the intended outcomes were being met – were people more engaged at work? Did teams feel more connected and empowered? Was customer service changing on stations? Throughout the project, the team used Kirkpatrick’s 4 level evaluation framework to structure the data they collected. This included post session reaction surveys, interviews to draw out applied learnings, 360 assessments to identify behavioural change and actively monitoring relevant organisational data to determine wider change. The key marker of success for the programme is reflected within TfL’s annual engagement survey data – with total engagement of the Area Manager leadership cohort significantly increasing from 65% in 2018 to 75% in 2020 with higher engagement than the average team/group in the organisation.
Having shared their case study, Brian, Ben, Jess and Kathryn opened to a discussion with this audience. This was a powerful and insightful conversation with a healthy does of query and challenge from attendees who wanted to explore the concepts of mindset and authentic leadership more which evolved into a fruitful discussion which kept everyone engaged.
Reflecting on the work done by the team, it was clear that at the centre of their work lay the question ‘How can we help leaders become a better version of themselves?’. By focussing on leaders’ strengths, Ben, Jess and Kathryn established a leadership framework that emphasised how leaders show up and the mindset they adopt, a concept which can be implemented by leaders every day.
In conclusion, the project has been successful because it delivers inspiration, high levels of trust, increased collaboration, and delivery of identified and desired outcomes but crucially it is part of a long journey which aims to deliver improving levels of customer service by following the rush carefully mantra.
The project team deservedly won an award for their work. | https://theabp.org.uk/event-report-arup-london-underground-presentation/ |
When researching this book, one senior executive told us, “The fair decisions are easy. My job is to make the difficult decisions.”
And because leaders have the responsibility of making those difficult decisions, leaders earn trust differently than organizations. Followers want first to know that a leader has earned her power legitimately, and second that she will use it well because she has the power to make decisions that will impact their careers and lives. They rely on their leader to make these difficult decisions with compassion and fairness.
The American philosopher John Rawls divided earning trust into two stages. First, there is “originating consent” where a leader first earns the trust of followers by acquiring power legitimately. Then there is what he calls “joining consent,” the fact that people continuously assess whether they want to keep trusting a leader.
In the first stage of trust, originating consent, followers want to know that leaders acquired their role through the right process, fairly carried out. In other words, how, exactly, did a leader come into their role and get the power that comes with it? In corporations, the decision-making process isn’t public knowledge: boards of directors appoint CEOs, and we allow them to lead our organizations. Earning trust, however, does not end with originating consent. It’s a status that is always being reassessed through joining consent; that is, trust needs to be earned over and over.
Leaders face an uphill battle when it comes to joining consent because it turns out that the very qualities that cause you to earn people’s trust in the first place are easily destroyed by acquiring power. Power is a paradox because the very behaviors that lead others to trust you with a position of power can be horribly transformed into behaviors that are the opposite of what people want in a leader.
For instance, leaders often gain their power because of their willingness to listen to others, but once attaining it, they frequently downplay or even refuse to listen to dissenting voices. That is because being in a position of power affects both the way you see yourself and how others see you and the way you act. Dacher Keltner, a professor of psychology at University of California–Berkeley, has studied power for decades. In his book, The Power Paradox, he describes his research.
Let’s start with Keltner’s description of the behaviors that lead others to trust you with a position of power. In this view, the road to earning and maintaining power and ultimately trust is paved by actions that show care for others. They “give power to those who advance the greater good, construct reputations that determine the capacity to influence, reward those who advance the greater good with status and esteem and punish those who undermine the greater good with gossip.” Leaders demonstrate empathy, they give to others, and they show gratitude.
Keltner and some colleagues wanted to understand why some people rise to power in a group while others don’t. To get at this question, he designed a natural state experiment that would allow him to interact with participants at home (instead of in a lab). He got permission to study the students who lived together in one hall in a first-year dormitory at the University of Wisconsin, Madison.
At the beginning of the year, he met students and asked them to rate the amount of influence of each person in the hall. Students also completed a questionnaire that asked them to assess the extent to which their own personalities were defined by five social tendencies: kindness, enthusiasm, focus on shared goals, calmness, and openness (“being open to others’ ideas and feelings”). He came back at the middle of the academic year, and then at the end, asking students each time to rate the power held by each of their dorm mates.
Keltner tallied the power ratings given to each student. He found that as early as two weeks into the year, some students already had more perceived power than others. As for the big question: What was it about those who rose to power? The strongest predictor of which dorm dwellers rose to the top within the first week of arriving at college was enthusiasm, which Keltner defined as “reaching out to others.”
Researchers replicated these results across seventy other studies, finding that all the people who rose to power had all of the Big Five personality traits. There is overwhelming evidence that if you want to get power, you need to be someone who values others, who cares about the greater good, and who can help a group succeed.
As we mentioned, however, power is a paradox. Keltner goes on to describe how the actions that lead someone to power can disappear under the neurological and psychological effects that wielding power can have on individuals. Keltner calls power a “dopamine high.”
Dopamine is a neurotransmitter that plays a role in how we feel pleasure, and it is released in our brains when we expect a reward. Keltner found that when people feel powerful, they have higher levels of excitement and positive feelings, which lead to more action. Power also makes people more aware of the rewards associated with a course of action. However, these power surges and dopamine highs also make them less aware of the risks associated with an action.
What this comes down to is that as a leader at any level in an organization, or even in your personal life, you must be prepared for the internal battle that awaits. On one side is the focus on others and the good of the group—the actions and beliefs that enable people to gain power and the respect and admiration of others. And on the other side, the well-documented finding that being in a leadership role will pull you toward a focus on yourself and replace attention to others with an inability to care, understand, or even be curious about the conditions of other people or groups, except those who serve your interests.
This excerpt is adapted from The Power of Trust: How Companies Build It, Lose It, Regain It by Sandra J. Sucher and Shalene Gupta. Copyright © 2021. Available from PublicAffairs, an imprint of Perseus Books, LLC, a subsidiary of Hachette Book Group, Inc.
Sandra J. Sucher is a recognized trust researcher and professor of management practice at Harvard Business School.
Shalene Gupta is a research associate at Harvard Business School. Before joining Harvard, she covered the intersection of diversity and tech at Fortune. | https://www.fastcompany.com/90652974/the-personality-traits-needed-to-lead-with-trust |
One of the major challenges of leaders today is getting perception alignment on goals within teams, groups, and the organization as a whole. Leaders, therefore, have to manage goal achievement with deficit levels of collaborative commitment and trust. Thought alignment and building confidence lead to a conviction for action.
In today’s digital age, information availability and access, besides personal connectivity, is growing at a phenomenal pace. This leads to a multiplicity of perceptions and opinions in teams and organizations thereby making the distribution, diverseness, and universe of thinkers larger than before. Leaders are required to manage a larger mass of “Distributed Thinkers”.
Another way of saying the same thing is that: the locus of trust is tending to shift dramatically from leadership to team members. This often leads to modification of management decisions and directions.
As this is common for all organizational leaders, it makes for a level playing field. Successful leaders are those that master the art of managing distributed thinkers ahead of others.
The “5-i” distributed thinker model outlines the factors facilitating thinking. They come under 2 categories:
• Information and Interaction: Sources, categories, access frequency, depth or superficiality, COI, etc.
• Personal Characteristics: This is an individual’s mindset which is the make-up of mental attitude, inclination, habit or disposition, that predetermines a person’s interpretations and responses to events, circumstances, and situations. Some are fixed while others are open or growth-oriented.
A combination of the above two categories leads to the current mindset or perception of an individual. The multiplicity of personal mindsets increases with differing levels of 1) information 2) knowledge acquisition strategies 3) network connectivity. It would not be uncommon to have 25-50% differing mindsets in a team.
The COVID-19 pandemic dialogues bring to light some aspects of the “5-i” model. One study showed that hesitancy towards taking vaccinations was more acute in younger people. Younger people are generally more tech-savvy and connected. They share and receive perceptions through different prisms, which in turn nurtures diverse and distributed thinking. Other findings were that 25% of the people were hesitant to accept vaccinations due to complacency, convenience, and confidence. Observed countries include the US, UK, France, Germany, and India among others. (The Guardian 04 Feb 2021)
Distributed Thinking & Commitment Deficit
Distributed thinkers are people in organizations, groups or teams, who have varied perceptions. These variations are ever-increasing because of the continuous changes/updates in information. Aligning the increasing number of differing perceptions of people with different mindsets, on different situations in different matters, is a leadership challenge today.
Observations indicate that leaders can align fewer people towards goals than before the digital age. As the degree of alignment would vary (fully, partially, and non-aligned groups) so would the commitment to goal achievement. The concept is that you cannot have full commitment if you are not fully convinced. Managing goal achievement with partial group alignment of mindsets is a leader’s challenge today. This is the first step in acceptance of a decision by the leadership. Hence, leaders have to manage goals with “Commitment Deficits”.
Case 1 – Distributed Thinker: A VP-Sales, of a French subsidiary in India, had two senior managers, Ron and Ravi, working under her and both were good performers. However, Ron did better than Ravi and because of the bonus rules, HR recommended that he be paid a higher bonus. The VP Sales was all for it. This upset Ravi as he felt that he did very well under the circumstances in his sales territory. The scenario for the next year was such that Ravi’s territory had more potential and if he was disheartened, he would not do as well as he could or may even quit the job. Seeing this, the CEO stepped in and gave both Ravi and Ron the same bonus package. The VP who was a rule-driven person was upset and felt the CEO was setting the wrong precedence. Her logic was that the bonus was paid for past performance and not on future expectations. However, the experienced CEO went through with his decision and the results spoke for themselves. For the VP this observation added to her knowledge. People with practical wisdom know when to ignore or work around rules and policies.
“Learn the rules like a pro, so you can break them like an artist” Pablo Picasso
Distributed Thinking & Trust Deficit
Even if people could align on decisions to goal setting, they would need to agree on the risks involved to achieve success. This would mean an agreement on a balance between individual and organizational risk, needs to be arrived at, for a high level of trust between team members. With deficit commitment, this becomes more difficult. An example would be when a team decides to take up a task, the personal performance risk challenges would vary from member to member or department to department. Some examples: (1) A project requiring rare skills in IT: Performance risk – recruitment (2) A project requiring innovative solutions: Performance risk – R&D (3) A project requiring scarce material resources – Performance risk – Procurement (4) A project requiring local regulation compliance – Performance risk – Regulation expert (5) New product launch: Performance risk – Sales & Marketing
Observations indicate that leaders with team members having graded levels of mindset alignment and a deficit group commitment would also have to manage with differing degrees of agreement with set goals based on perceptions of personal and organizational performance risks. Overall, the trustworthiness in agreements made would differ causing leaders to manage goal achievement with a “Trust Deficit”.
Case 2 – Trust Deficit: A CEO (Judy) of a large multinational conglomerate was moved to the level of executive Chairman by the board after an exemplary tenure of 10 years. The newly selected CEO (Joe) who replaced her was from within the company and well qualified for the job.
In this scenario, many of Judy’s old VPs kept coming to her for advice, though they directly reported to the CEO. She was often in a dilemma: (1) Would Joe feel undermined and their relationship gets strained (2) If she did not help out the VPs, they would feel disowned and work would suffer (3) Would the relationship between the VPs and Joe become strained. Judy had seen the relationship triangle balance problems at different levels before. Knowing that there was no fixed formula for a solution, Judy worked on balancing the triangular trust equation by ear.
She understood that the trust factor between her and the VPs had now to be built up with the new CEO. In addition, she had to build the same trust factor with the CEO himself and at the same time not allow the VPs to feel disowned. Judy knew that balancing the “Trust Deficit” in situations is an art in relationship management and that it also takes time and patience.
Judy went on a communication overdrive which meant being more transparent and keeping all stakeholders in the triangle well informed. She set up additional formal and informal channels to enhance overall awareness levels. This brought the misunderstandings to a minimum. An external coach was engaged to facilitate the balancing strategy which made things a bit easier. The transition was successful and things stabilized after about a year.
Observation: The change of a team member alters the dynamics in a group, to a greater or lesser degree, which causes destabilization. Recognizing, recalibrating, and rectifying the change of collaborative commitment and trust then becomes the prime task of a leader to ensure goals are on track. Mechanisms must be put in place to re-stabilize the situation with minimum disruption. Enhanced and effective communication plays an important role in destabilization.
“People do not care how much you know until you show how much you care’
“5-i” & Pseudo Wisdom
The third factor that impacts leadership decisions is “Pseudo Wisdom”. This is a category between “Theoretical Wisdom” and “Practical Wisdom”. The difference is that those with practical wisdom have knowledge as well as experience. With technology, advancement acquisition of knowledge together with narrations of experiences is made much easier. In addition, training methodologies today are designed to help individuals to visualize situations even though they have not personally experienced them. This adds to the increasing number of “Pseudo Wisdom” Professionals. This is good on the whole but can create complications for critical decisions.
People with pseudo wisdom often have a high level of confidence without practical experience. This is not bad as many times the decisions they make are correct. However very often many small nuances of a situation are not covered in experience sharing. The problem is that often leaders do not know the difference between advice from Pseudo or Practical Wisdom. Example: A highly qualified industrial relations manager who gave talks on handling irate unions, disappeared when the plant engineer was gheraoed. The engineer managed the situation.
In today’s world, leaders need to be careful in soliciting or accepting advice, especially for crucial decisions. This is also important in candidate selection for senior positions. The ability to provide a solution to a problem is different when sharing an experience of a personally solved problem. Using “Pseudo Wisdom” or theoretical knowledge in critical decisions for goal-setting or process planning for goal achievement can often lead to failure. Selective use with awareness of pseudo wisdom is critical to success.
- Case 3 – Pseudo-Wisdom: A large multinational bank, one of the top 10 worldwide, was looking for a CIO that could improve their IT systems and reduce costs. The context was in millions of dollars. A candidate was interviewed by senior members of the bank hierarchy and the final decision was with the board. The newly selected CIO sold a dream strategy on how he could reduce costs by 20% in 3-4 years. This was something they wanted to hear. He was given the job but somehow his dream didn’t work out and he failed to deliver. Later, they were told by some of their old vendors that they knew from the start that this dream was not viable. Though the CIO had some pockets of successful experiences, the dream sold to the bank had no proof of concept of an integrated solution. The project failed, the CIO left and the dream remains a dream.
Knowing what a good leader does, does not make you a good leader – except inside your head.
Solution: Managing distributed thinking challenges
While there could be many approaches to manage the current challenges of “Distributed Thinking” we should accept that leaders must learn to live with the nuances of a more connected and aware world. To get the “Head, Heart and Hands” of an organization to move in unison towards a goal, successful leaders manage optimum levels of trust and commitment, besides enhancing their judgment and use of pseudo wisdom.
Most of the points mentioned are self-explanatory and may be obvious, however, the use of covert communication channels used by senior leaders and not openly discussed could be of interest to some. An additional note on “Covert Communication Channels” is given separately below for those interested.
The points mentioned above may trigger thoughts about your situation. The two questions below may help.
- Do you have an intuitive system for managing a better trust-control balance?
- Have you observed successful leaders using similar systems that set them apart?
Additional Note: Developing Covert Communication Channels
Successful leaders have mastered the art of getting into a “Communication Overdrive” and many have made it their way of life. They manage today’s challenges by developing focused and targeted covert communication support systems (this is in addition to the standard formal run-of-the-mill methods that are generally spoken about) which include appropriate coverage of connectivity sources for comprehensive knowledge acquisition. These systems include satellite networks of information sources and brokers, influencers, sponsors, disseminators, among others. These are other than the standard business and management communication channels. Most leaders have covert communication channels but they are mostly used reactively. Successful leaders build and nurture these channels to maintain an edge over the game. They set up:
- Communication mechanisms to assess group pulse from important influencers and information brokers – Focus on collaborative “Commitment Deficit.”
- Focused groups to work on alignment of independent groups to bring about an optimum level of agreement towards overall goal achievement – Focus on collaborative “Trust Deficit.”
- Specific groups for cascading inputs and receiving feedback to monitor the trust-control equation – Focus on real-time monitoring collaborative deficits.
- A “Brain Trust” to constantly verify situational issues and provide support to handle corrective measures. – Focus on mitigating risks to goal achievement. (A brain trust is a group of multidisciplinary experienced experts external to the system)
The diagram below demonstrates one of many complexities in identifying network sources.
From the above diagram, it shows that Mohan is the department head, however, it is Nina who runs the show in practice.
Many of these covert communication channel activities are handled informally and without much publicity. However, successful leaders are continuously honing these skills as they are essential for achieving goals with fewer hassles and surprises. One point to note is that each of these networks is dynamic and needs to be reviewed and updated to maintain its usefulness.
This concept is above policies and is a more private and personal form of leadership, hence it is not often a subject of open discussion. Many leaders follow covert communication channels intuitively, but very few carry out a reality check to keep these systems at optimum levels. | https://carvingsuccess.com/2021/06/26/successful-leaders-manage-distributed-and-diverse-thinkers-better/ |
A flash about the life of a martyr
The sons of the North of Syria, their names written in the pages of history to remind them of future generations that they sacrificed themselves and participated in defeating the most dangerous terrorist organization.
Martyr “Khader Mohammed” orphan parents, one of the sons of Hasakah city, when the fighting began in the Syrian north belonged to SDF since the beginning of the declaration of its formation.
Mohammed received a military course at Academy of SDF on all types of light and medium weapons and received lessons about the policy of SDF.
Martyr Mohammed participated in many battles with SDF, where he participated in the battles of Hasakah and Shaddadi and its countryside, which martyred in the last shot in the chest on 2016/3/14.
His great sister tells us of his courage: “He was brave and always said,” I am proud of myself because I wear the special military clothes of SDF” He was always on the fronts and would like to stay there; he aspired to a homeland of freedom and democracy and Syria becomes a decentralized, decentralized state until it becomes a homogenous painting.”
At the end of her talk, she said:” I am proud to be the sister of the martyr, my brother sacrificed himself for his country and dreams and aspirations and raise my head by him”. | https://sdf-press.com/en/2018/09/a-flash-about-the-life-of-a-martyr/ |
Everybody knows the famous rivalry between the Montague and Capulet families or, if you will, between Romeo and Juliet.
It’s the plot of one of the most famous tragedies in the world composed by William Shakespeare between 1594 and 1596; in Rimini, on the other hand, in the 400s there was a long rivalry between two other noble families: the Malatesta, lords of Rimini and Fano, and the Montefeltro, dukes of Urbino.
But let’s see what happened: Sigismondo Pandolfo Malatesta, born in Brescia in 1417, was an enlightened, educated, passionate but also unscrupulous and strong man, as well as a very skilled strategist with precocious military aptitudes.
Orphaned as a child, he moved with his two brothers to Rimini under the protective wing of his uncle Charles, who, lacking heirs, included them in his court and obtained their legitimacy to power. He was the most important leader of Romagna in the Renaissance era and the last true powerhouse of the Malatesta family: led by Sigismondo, Rimini became a refined court and a prestigious cultural center.
Federico da Montefeltro, on the other hand, became lord of Urbino at the age of 22 in 1444 and ruled his lands until his death in 1482. Federico also had a very strong aptitude for war and was a cultured and enlightened man, who made the court of Urbino an environment of European renown by hosting the greatest intellectuals of the time.
The main area of confrontation between the two leaders consisted of the territories of what is now lower Romagna and Marche, which Sigismondo did not want to give up. For about twenty years they fought each other between battles, truces and duels until in 1463 Federico, with the support of Pope Pius II who had always been opposed to the Malatesta, succeeded in defeating his historical rival, who lost all his dominions, retaining only Rimini until his death in 1468.
To follow in his footsteps and discover the legacy Sigismondo left in Rimini, we can visit both Castel Sismondo and the Malatesta Temple.
Works on Castel Sismondo, also called Rocca malatestiana, begun in 1437 and were completed in 1446; it was designed and conceived by Sigismondo himself: surrounded by a moat with the towers facing the city for defensive purposes, a symbol of the power of the Seignory, as well as a dwelling it was conceived as a fortress to represent the power and supremacy of the Malatesta family.
The Malatesta Temple, on the other hand, today also called Rimini Cathedral, was begun in 1447 and conceived as a triumphal temple to celebrate the Malatesta family, who chose it as their burial chapel.
The temple was never completed due to their decline, but inside you can admire two priceless masterpieces: a fresco by Piero della Francesca and the painting Crucifix of Rimini, created by Giotto in the 300s.
These are therefore two must-visit stops for those in Rimini like the many teachers and students from all over Europe that our Sistema Turismo agency, with 30 years’ experience, is really happy to welcome during their Erasmus+ work placement. | https://www.etnmagazine.eu/erasmus/not-only-montecchi-and-capuleti-an-erasmus-in-rimini-to-get-to-know-the-malatesta-and-montefeltro-families-and-their-rivalry/ |
Aryan Joshi is a sixteen year-old visually challenged player from Mumbai. He is the youngest member of the squad for the World Blind Team Chess Championships in Bulgaria,2018. Besides this, he has some remarkable achievements to his name. This young man has been an all-rounder right from the beginning. Apart from his chess career, which includes numerous laurels at the national and international level, Aryan has won medals at the state and national level Para Swimming. He has also scored an 87% in his SSC(grade 10) exams from the Maharashtra Board and has secured admission into the Poddar College, Mumbai. He balances chess, studies, and swimming by sticking to his daily planned routines.
When asked about his dreams and desires, Aryan says that he wants to become a 2600 ELO Rated Grandmaster in chess. While most visually challenged players aspire to become an International Master first, Aryan has set his aims high as he believes in this route of success. To achieve his ambitions, he participates in a variety of events all over the country and outside as well. He was supported by his coach Dronacharya Raghunandan Gokhale and the IIFL Wealth Management company to play in a couple of international events in the recent past.
He has started the World Teams with remarkable form , defeating two extremely challenging opponents in close to twenty moves each. As he now battles it out in the remaining seven matches and prepares for his next championship- the World Junior for the Blind in August this year-, Project Checkmate wishes him the best and hopes that he comes back home with many victories to his name.
Note- If you know someone who could be published on our website, or are keen to contribute yourself, do drop a line at [email protected], and we will get back to you shortly.
Leave a Reply. | https://projectcheckmate.weebly.com/checkmateblog/aryan-joshi-conquering-different-territories-at-16 |
Game of Thrones is a hugely popular show on HBO that constantly has over 10 million viewers per episode. It has both beautiful and devastating scenes which cause viewers to sit in suspense for every episode. Game of Thrones is also well known for killing off some of its most beloved characters and leaving many of its fans overwhelmed with emotions. Since its first episode in 2011, there havve been over a hundred characters that have died. Though some of the characters have died of natural causes, most were killed in rather brutal ways. However, some characters, when death is staring them in the face, have been able to fight for their chance to survive, offering fans a truly epic battle.
With that said, below are a list of the top three sword duels throughout Game of Thrones so far.
Game Of Thrones Episode Sword Duel #3: Syrio Forel vs. Lannister Guards
Syrio Forel was hired by Ned Stark to teach his daughter Arya how to wield her sword Needle. He was able to inspire her while also teaching her enough skills to survive the upcoming hardships to her family. When it was ordered for all the Starks in Kings Landing to be captured Syrio Forel didn't blink in his choice to protect his student. This allowed Arya enough time to run away. During the fight he was severely outnumbered but was able to hold his own against several men with armor and metal blades while he only had a wooden sword. Even though the viewers don't actually see Forel's death the fact that one of the men fighting him, Ser Meryn, is alive in later episodes fills in the gaps. Many like to believe that he somehow escaped and safely made it back to his home in Bravos.
Game Of Thrones Episode Sword Duel #2. Brienne vs. Jamie Lannister
At this point in the show the viewers have witnessed what both characters can do. Brienne might be a woman but she has been able to not only hold her own against those who should has beaten her, she has consistently won, and Jamie who is the head of the King's Guard and has boasted about his skill. By the time Jamie has run his mouth enough to aggravate Brienne to fight him, everyone is ready for him to get put in his place. Sure, he is shackled and has been a prisoner of war so he isn't fighting in peak conditions, however, Brienne isn't either. Their fight is a good, old fashioned, grudge match that gets interrupted before anyone dies. The narrow bridge they are dueling on leads to cinematic shots which were enjoyable to watch.
Game Of Thrones Episode Sword Duel #1. Jon Snow vs. White Walker
When Jon Snow stood face to face against the White Walker hoard viewers were preparing for the worse. The abominations had just shown everybody how quickly they could kill and add more members to their army by halving the Wildlings stationed at Hardhome. A few tried their hand at defeating the four leaders but none were successful until Jon Snow was able to slay a White Walker with a little help from his Valyrian Steel sword named Longclaw. This was not only a well-choreographed scene; it also gives the fans hope that there'll be a chance at stopping the White Walkers before they destroy all living things.
These are just a few of the many, many sword duels that have occurred so far on the show. Though there are several amazing duels and battles to choose from, in my view, these three standout the most, both in how enjoyable they were to watch and the implications that followed. Viewers will just have to wait and see if the next season will add anything new to the list. | http://blog.swordnarmory.com/2016/07/top-3-game-of-thrones-sword-duels.html |
Sunday’s late Premier League kick-off sees Manchester City face 6th placed Arsenal at the Emirates Stadium.
With both sides engaged in the battle for top-four, this game presents a great opportunity for one side to take valuable points off a direct rival. Wenger’s side are six points behind fourth-placed Liverpool and they really can’t afford to lose, having been beaten in their last two Premier League outings.
Pep Guardiola’s Manchester City are sitting slightly more comfortably than their top flight rivals. The Citizens have played 28 times so far this season, once more than their opponents, and are in third place.
With both sides needing three points from this fixture, it should be a hotly contested game. There are interesting individual battles all over the field and the winners of these duels could shape the outcome of this tie. | http://tbrfootball.com/three-key-battles-ahead-of-manchester-citys-trip-to-top-four-rivals-arsenal/ |
This unofficial Darksiders II - Main Quests Game Guide contains a very thorough walkthrough of all the quests of the game's main storyline. The description of each quest offers information on completing tasks, exploring the environment, solving various logic puzzles and defeating enemies. A lot of effort was also put in explaining all of the game's main boss battles and providing help in defeating huge opponents without taking unnecessary risks.
List of the guide's contents: | https://www.tzar.pro/book/795037430/death-is-just-the-beginning-unofficial-guide-to-main-quests-in-darksiders-ii |
Individual qualities permanently influence the results of matches at various levels.
In modern football, it is more and more difficult to get past the defensive lines because they are very compact, often with eight or nine players behind the ball. It is therefore essential to have players who know how to win duels with the quality of their dribbles, whether in the centre or along the wings, in order to get closer to the opponents’ goal line.
Players with individual initiative are able to create the space which is lacking in the centre in the modern game. What usually happens in this situation is that the player manages, with an aerial cross or with a pass along the ground into the space behind the defense, to find a team-mate ready to attempt a shot.
Another essential factor for success is having strikers who are quick, skilled and decisive finishers and capable of making the difference. | https://www.odiseafc.com/post/individual-qualities |
Sebastien de Castell’s four-book Greatcoats series feels like a direct rebuttal to the term “grimdark,” and I mean that in the best way possible.
That’s not to say that I dislike grimdark novels (I don’t), or to say that terrible things don’t happen in de Castell’s novels (they do). But at the end of the day, where grimdark novels often are built around a certain cynicism in their worldview, part of what makes the Greatcoat books so great is the endless optimism of our primary protagonist, Falcio Val Mond.
Through the first three books in the series, Falcio, Kest, and Brasti have battled treacherous nobles, raging gods, and their own demons to put Tristia on the path to a monarchy guided by justice and compassion. Trading jokes and barbs the entire way, the Greatcoats have found their dead king’s daughter, and soon will place her on the throne so she can usher in a new era in the history of their country – one built around the rule of law.
But in Tyrant’s Throne, the fourth and final book of the quartet, new challengers to the throne emerge. A neighboring nation of barbarians has been united under a single warlord, and their impending invasion represents almost certain doom for a nation still recovering from the events of the third novel. Just as dangerously, the Greatcoats’ nemesis, Trin, brings forth a claimant to the throne who will test Falcio’s faith and sense of justice as never before.
It’s a fast-paced novel, intersecting action and adventure with political maneuvering as Greatcoats and nobles vie for the right to see their champion placed on the throne of Tristia. As always, Falcio and his friends are clever and quick-witted, but almost always a step behind their enemies and the problems they struggle to solve. I love the way that de Castell illustrates the incredible challenges of governing a country through the Greatcoats’ interactions with common folk. There is one scene early in the novel where Falcio, Kest, and Brasti come across a village that has been decimated by the country’s recent battles, and the women and children struggle to carve out a living.
On another occasion, as the Greatcoats attempt to sneak inside Avares, learn more about the warlord organizing their war bands, and kidnap Trin, they meet people who are far more sympathetic to Avares than to Tristia. Despite Fastio’s great and sincere intentions, and despite the blood he has shed in service of those beliefs, he finds himself face to face with reasonable people who simply don’t care who’s sitting on the throne – they just want a government that’s stable enough to allow them to put food on their plates. When your belly is empty, everything else is just details.
Since my twentieth birthday, I’ve fought seventy-six judicial duels (not that I’m counting, Kest does that). I’ve been on the “vastly outnumbered” side of more than a dozen different battles, thwarted numerous assassinations and faced an uncountable number of other attempts on my life. The fact that I’m here and the majority of my opponents aren’t should say something about my capacity for both survival and violence. And yet I swear there isn’t a single person in this damnable country who’s afraid of me.
The Greatcoats series is one that gets progressively better as it goes along, and Tyrant’s Throne certainly rivals Saint’s Blood as the best in the collection. By this point in the series, de Castell clearly has a firm grip on his characters and each book has a handful of important and distinct themes to explore. Just as importantly, de Castell answers many of the questions that have hung over the entire series, none more important than where the missing Greatcoats have been for the length of the series.
In the end, de Castell wraps things up with incredible grace and thoughtfulness. There’s a poignancy and humor and forgiveness, combined in such a way that it’s almost impossible not to be disappointed this series has come to an end. On Goodreads, de Castell has hinted that he could return with more books about Falcio, Kest, and Brasti at some point in the future, but has no plans to do so any time soon. For those of us who just wrapped up the final pages of Tyrant’s Throne, that’s disappointing news. But it’s hard to imagine many fans of this series being disappointed by the way de Castell has wrapped everything up.
Even in the end, the Greatcoats’ streak of optimism keeps shining through.
Its been a long time since the end of series got me emotional. It was a hell of ride and the last few chapters were among the best ive ever read. | http://fantasy-faction.com/2017/tyrants-throne-by-sebastien-de-castell |
The group stage of UEFA Europe League begins on Thursday, and one of the duels we’ll see is between Olympique Marseille and Konyaspor at Stade Velodrome.
By defeating Domzale with a combined score of 4 – 1 in the play-offs round, Marseille entered the group stage of UEL. Last time they participated in the Europe League was in the season 2015/2016. They were eliminated by Athletic Club in the 16th-finals.
They are coming from an unexpected defeat at home against Rennes in French Ligue 1. That was their second consecutive loss, so they are currently ranked as the tenth team in France.
Their most recent reinforcement, Mitroglou from Benfica, is not expected to join his new squad in this upcoming match, due to the muscle injury.
Konyaspor entered the Europe League in the group stage. Last year, they failed to go through the group stage. They were in a group with Shakhtar Donetsk, Gent, and Sporting Braga.
They too are coming from their second consecutive loss in the national league. Their domestic campaign has generally been going rather bad. They are currently the 14th team in Turkey, with 3 losses and 1 win.
Both teams have performed bad recently in their respective domestic campaigns. Perhaps it was due to their focusing on the upcoming beginning of this group stage. But nevertheless, in this fixture, the hosts are the favourites. We can expect of them to take the win while scoring at least two goals. | https://leaguelane.com/olympique-marseille-vs-konyaspor-preview-predictions-0917/ |
Smoky Mountains 1872, Tennessee
Deep in the mighty mountains of the Appalachian Tennessee, there are two small mining settlements on a large lake. Framed by forests and rugged rock faces, the settlements have grown to considerable size with the constant expansion of the numerous existing mines. A cable car runs across the lake from a plateau down to a camp on the lake shore and another one connects two of the large mines. The lake can also be crossed by foot via a narrow ford between the two settlements, as well as by rowing boats by water. Various large and small ore mines with different levels and hundreds of meters below and above ground are driven into the huge mountain massifs, a truly unreal place for fights between the declared mortal enemies. Explosions, collapses, booby traps, fires, all this and much more awaits the brave ( or exhausted of life? ) who enter the mines unprepared.
Also the ravines, paths and forests are full of dangers, not only that one of the enemies is a pain in the neck, but also rock falls, wild animals and other nasty surprises are always to be expected.
You can expect shooting duels of all kinds, from ranged battles to bitter close combat in forests, canyons, in and around the settlements and nerve-wracking underground battles for the mines and their resources. Are you man enough to face this hell? | http://division-games.de/forum/index.php?thread/63-map-smoky-mountains/ |
Khalid ibn al-Walid
Many of the companions were famous for their equestrianism and heroism, and among those who knew this and became famous as one of the most important Muslim leaders throughout history, the Muslim leader Khalid bin Al-Walid, who is this leader? And what is his nickname? How many battles did he fight?
The battles that Khalid fought before Islam
Khalid bin Al-Waleed bin Al-Mughira was born in Makkah in the year five hundred and ninety-two AD, and he grew up in a house of prestige and honor in his people, where he was raised to love equestrianism as a youngster. .
Khaled was a direct cause of the defeat of the Muslims with his military tactic when he surrounded the Archers Mountain. He also participated in the Battle of the Trench as a leader of a wing of the polytheists’ army, and in the Battle of Hudaybiyah he was at the head of an army that went to prevent Muslims from entering Mecca
The battles that Khaled fought after his conversion to Islam
Al-Waleed bin Al-Walid sent to his brother Khalid a letter in which he presented Islam, and Khalid was pleased with Islam, so he believed in the call and came to Medina as a Muslim six months before the conquest of Mecca. With the withdrawal of the Muslim army after it became thicker in the Roman wounds, the Prophet, peace and blessings be upon him, named Khalid at that time a sword of God’s swords.
During the era of Abu Bakr Al-Siddiq, may God be pleased with him, Khalid bin Al-Walid participated in many battles in which he won many immortal championships, including the Battle of Yarmouk in which the Romans suffered a heavy defeat, as well as the Battle of Ajnadayn, and the battles of the apostasy wars, including the Battle of Al-Yamamah when Khalid bin Al-Walid managed to defeat Musaylimah the Liar Army, entering the Garden of Death and killing the polytheists in it. It was also known from the battles in which he participated in the Battle of Alice, Al-Farid, Al-Walajah and Dumat Al-Jandal.
As for the era of Umar ibn al-Khattab, may God be pleased with him, Khalid ibn al-Walid, may God be pleased with him, continued the path of jihad, as he participated in many of the battles for the liberation of Iraq and the Levant, despite his removal from the leadership of the battles and the assumption of Abu Obaid Amer ibn al-Jarrah. The battles that he led and participated in were estimated to be about a hundred battles, in none of which was defeated, may God be pleased with him and please him. It was one of the most painful things for Khalid, may God be pleased with him, to die on his bed, away from battles and battlefields. | https://vistabuzz.com/the-number-of-battles-of-khalid-ibn-al-walid-khalid-ibn-al-walid/ |
“Commemoration Tournament” on chess devoted to the 24th Anniversary of Khojali Massacre has been held at Azerbaijan State University of Economics (UNEC). 24 students of SABAH Groups participated in in the competition organized by Student Trade Union Competition and SABAH STUC.
The winner of the 5 rounds competition held among the youth has become a second year undergraduate student of the School of Business Administration Elchin Osmanov. Elchin become the first by defeating his opponents with a maximum of 5 points in each of 5 rounds. The winner was awarded a prize and a diploma.
The second place has been won by a second year student of SABAH Groups majoring on Marketing Jabbar Huseynov. He was awarded a diploma. | http://unec.edu.az/en/sabah-telebeleri-arasinda-sahmat-turniri-kecirilib/ |
Qui-Gon Jinn battles Darth Maul in a deadly confrontation on Naboo. The Jedi Master first duels the Sith apprentice on Tatooine, barely escaping the confrontation, then faces him again on Naboo. Qui-Gon is up against a relentless enemy who tests his mastery of the lightsaber. Although he's strong in the Force, Qui-Gon battles for his life against this powerful foe. | http://jedibusiness.com/figureDetails.aspx?id=1087&img=2 |
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