Leadership Styles paper

Pentagon Papers leaker: 'I was Bradley Manning'

Date of publication: 2017-07-09 00:20

Found out that there is a strong possibility that the project may not be going forward, due to a shift in the client’s agenda. Therefore, there is a strong possibility that all the time and effort put into the project was a waste of our time.

University Archives: Libraries - Northwestern University

In each of their tests, the researchers split their subjects into two groups: those who regularly do a lot of media multitasking and those who don 8767 t.

Home - Cyberbullying Research Center

Points of Joy
There's always room for more positive thinking and sharing in schools. See if sharing Points of Joy doesn't get your staff more focused on the positive things in your school.

Models of the Communication Process - Davis Foulger

Near the end of each workday, use this checklist to review the day and plan your managerial actions for the next day. After a few days, you will be able to identify issues by scanning the boldface words. First, focus on progress and setbacks and think about specific events (catalysts, nourishers, inhibitors, and toxins) that contributed to them. Next, consider any clear inner-work-life clues and what further information they provide about progress and other events. Finally, prioritize for action. The action plan for the next day is the most important part of your daily review: What is the one thing you can do to best facilitate progress?

"We were doing research projects with our students and getting these nearly plagiarized reports straight out of books," teacher Ernie Beachey told Education World. "They made for pretty dry and dull reading!"

"When I was a child, history classes were simply endless streams of men's names, assorted dates, and maps of places I'd never been -- all of which I remembered only until the next test," Kathleen Kudlinski told Education World. "It wasn't until I started to re-create the story part of his-story --and her-story too-- that I cared deeply.

Two other types of inner work life triggers also occur frequently on best days: Catalysts , actions that directly support work, including help from a person or group, and nourishers , events such as shows of respect and words of encouragement. Each has an opposite: Inhibitors , actions that fail to support or actively hinder work, and toxins , discouraging or undermining events. Whereas catalysts and inhibitors are directed at the project, nourishers and toxins are directed at the person. Like setbacks, inhibitors and toxins are rare on days of great inner work life.

In a dramatic rebuttal to the commonplace claim that high pressure and fear spur achievement, we found that, at least in the realm of knowledge work, people are more creative and productive when their inner work lives are positive—when they feel happy, are intrinsically motivated by the work itself, and have positive perceptions of their colleagues and the organization. Moreover, in those positive states, people are more committed to the work and more collegial toward those around them. Inner work life, we saw, can fluctuate from one day to the next—sometimes wildly—and performance along with it. A person’s inner work life on a given day fuels his or her performance for the day and can even affect performance the next day.

To be sure, our analyses establish correlations but do not prove causality. Were these changes in inner work life the result of progress and setbacks, or was the effect the other way around? The numbers alone cannot answer that. However, we do know, from reading thousands of diary entries, that more-positive perceptions, a sense of accomplishment, satisfaction, happiness, and even elation often followed progress. Here’s a typical post-progress entry, from a programmer: “I smashed that bug that’s been frustrating me for almost a calendar week. That may not be an event to you, but I live a very drab life, so I’m all hyped.”

Brown-Bag It
This meeting activity gives your whole staff an opportunity to play the role of professional developer -- solving problems for one another -- for an hour.

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