Template:Next Gen Sequencing Service Providers: Difference between revisions

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Template:Next Gen Sequencing Service Providers (view source)

Revision as of 21:29, 31 May 2010

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{{ #if: {{{Region|}}} |<div class="tpldiv"><span class="tpllabel">Region: </span><span class="tplvalue">[[Region::{{{Region}}}]]</span></div>
=== Scene 3 ===
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{{ #if: {{{Country|}}} |<div class="tpldiv"><span class="tpllabel">Country: </span><span class="tplvalue">[[Country::{{{Country}}}]]</span></div>
* Lessons learned - concretely relate the findings in our research and real-life projects to the skits.
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{{ #if: {{{Homepage|}}} |<div class="tpldiv"><span class="tpllabel">Homepage: </span><span class="tplvalue">[[Homepage::{{{Homepage}}}]]</span></div>
== Epilogue ==
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{{#ask: [[Category:Play Person]]
|?image
|?destiny}}


{{ #if: {{{Instruments|}}} |<div class="tpldiv"><span class="tpllabel">Instruments: </span><span class="tplvalue">[[Instruments::{{{Instruments}}}]]</span></div>
==Lessons Learned==
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{{ #if: {{{notes|}}} |<div class="tpldiv"><span class="tpllabel">notes: </span><span class="tplvalue">[[notes::{{{notes}}}]]</span></div>
What you’ve just seen is a demonstration of the challenges that individuals can face when trying to introduce change. We've used kiwi (aka: Wiki, as the vehicle to show that organizational culture, behavior, or mindset (perceptions) are each part of the process that require an individual consider when introducing change.
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While we've used humor as an approach to introducing  change,  there are a multitude of other tools that can be applied such as Appreciative Inquiry, workshops, story-telling, manuals, technology, etc. Engaging people through a variety of methods creates value and is an important precursor that can lead to "buy-in", and adaption to  and adoption of change.


[[Category:Next Gen Sequencing Service Providers]]
Often, creating value requires significant change. John Kotter concluded in his book "A force for Change: How Leadership Differs from Management" (1990) that there are eight reasons why many change processes fail and to prevent making these mistakes, Kotter created the following eight change phases model:
 
*Establish a sense of urgency
*Create a coalition
*Develop a clear vision
*Share the vision
*Empower people to clear obstacles
*Secure short-term wins
*Consolidate and keep moving
*Anchor the change
 
Individuals who want to introduce or lead change in organizations are key agents who should have the ability to connect people to their specific requirements; similar to those that we saw within the puzzle-piecing portion of this presentation and must be committed to working with people during each developmental phase.
 
 
==Where are they now?==
 
{{#ask: [[Category:Play Person]]
|?destiny}}
 
<!-- end of notes -->
 
== About ==
 
{{Presentation
|position=5
|presenter=CDJKKMP group
|developer=Katherine
|minutes=5}}
 
[[Category:CDJKKMP presentation]]
[[Category:CDJKKMP notes]]
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