Study Finds Laughter Is Truly Contagious THURSDAY, Dec. 14 (HealthDay News) -- Laughter is contagious, and U.K. scientists say they've identified how your brain is "infected" by mirth. Researchers at University College London (UCL) found that hearing laughter and other positive sounds trigger a response in the area of the brain that's activated when we smile. "It seems that it's absolutely true that 'laugh, and the whole world laughs with you'," Dr. "We've known for some time now that when we are talking to someone, we often mirror their behavior, copying the words they use and mimicking their gestures. For this study, the researchers played a series of sounds to volunteers while using functional MRI to monitor their brain responses. All of the sounds triggered a response in the premotor cortical region, which prepares the facial muscles to respond accordingly. The study was published Dec. 12 in theJournal of Neuroscience. More information Neuroscience for Kids has more about laughter and the brain.
Knowing - Doing There is a tremendous gap today between knowing and doing. We know so much more than we do, isn't that true for you? If we were to measure our level of actual performance against our level of knowledge, we always under-perform. We always over-know. This is normal and as it should be. Seems like we are operating from a confused map, a map that tricks us. There are structures or lack of structures that increase the gap-systems that do not allow the translation from knowing to doing. Players who suffer from this think that if they only know more, so they buy another book, attend another longer class, And all this does is broaden the knowing - doing gap. Then there are the taboos that forbid and prevent us from taking action. Deceptions, be careful how you think. 1) Thinking that knowing is sufficient for success. 2) Thinking that measuring things is an action or contributes to performance. 3) Thinking that making a decision is the same as action. Clogging the gap by giving into fear:
Facebook Covers, Timeline Covers, Facebook Banners - myFBCovers FAQs We've compiled answers to the questions we get asked most often. If you don’t see your question, please contact us at the email address at the bottom! About World Book Night What is World Book Night? How are the books chosen? Why April 23? What is the difference between World Book Night and World Book Day? Why not children’s books? Get Involved How can I get involved? Can I be a giver this year? What exactly am I handing out? Why 20 copies? Why all the same book and not an assortment? Do I have to buy the books? How far will I need to travel to pick up my books if I'm a giver? For Givers When do I get my books? May I give my books away before April 23rd? Is all activity really meant to happen only at night? Is there anywhere at which I should NOT give books away? May I give out other books on World Book Night? Do I receive any materials to help promote my activities? Will there be events in stores or libraries that night? Will there be national media coverage? Q. A. Q. A. See the 2014 books here! Q. A. Q. A.
innovation.net (Image via Forbes) Recently, Industry Week published an article by John Dyer entitled "Does Management by Objectives Stifle Excellence?" It's an intriguing article that challenges today's goal-focused management culture and implies that goals and metrics can sometimes get in the way of breakthrough thinking. Eliminating 'management by numbers and numerical goals' was one of W. Edward Deming's 14 points from his seminal quality book "Out of the Crisis" first published in 1982. When I worked for Ford Motor Company earlier in my career, I had the amazing opportunity to be trained by the legendary Dr. Dr. Plenty of Dr. Among his greatest contributions to the world of managerial training are fourteen key principles for transforming business effectiveness, first written in his book Out of Crisis in 1986. He posed that “Management By Objective” was counterproductive to success, that holding employees to numerical goals actually decreases quality and fosters dissent.
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Roles in change management Change management roles: The table below presents what we would like to hear each of these groups say if they are actively engaged in managing change. It also presents what you may likely be hearing from the roles if they are not bought-in and engaged in their role in change management. To get each of the roles engaged in change management, it is helpful to apply Prosci's ADKAR Model of individual change (read more about the ADKAR model). ADKAR describes the five key building blocks an individual needs to make a change successfully, whether at home or in the workplace. For this exercise, ADKAR will be applied to the change, "fulfilling your role in change management". The model states simply that for someone to effectively engage in their role in change management, they need: This means that you cannot simply send someone to change management training or send them a memo and expect them to fulfill their role. A final observation on two different roles Action steps for change managers:
Blank sheet exercises to start the change management conversation How do you introduce change management to a project team you are supporting? You could begin with an accurate and precise definition of change management and a sampling of the tools you will be using. But that is not going to achieve the fundamental shift in mindset you need. Instead, start with a blank sheet of paper and see if you can lead your team to the realization that individual change is necessary and critical for delivering results and outcomes. This tutorial presents two "blank sheet" exercises - activities you can complete anytime, anywhere to jumpstart the change management discussion. Connecting project, purpose and people - the P-P-P-P exercise The first "blank sheet" exercise is an approach for connecting the project with the people who have to do their jobs differently. Steps for completing the P-P-P-P blank sheet exercise: Start with a blank sheet of paper. Change management connection: Two levels of change - future states exercise Start with a blank sheet of paper.
Five levers of change management The first tutorial in this series presented the five levers of change management in the Prosci 3-Phase Change Management Process: communications lever, sponsor roadmap lever, coaching lever, training lever and resistance management lever. This tutorial presents data from 192 change management practitioners who participated in Prosci Change Management Webinars on June 1 and June 2, 2011. Participants provided informative data on how they are using the five levers of change management through polls conducted during the webinars. The results may surprise you. Which levers do practitioners typically use? During the webinar, attendees answered the following question: Which of the five levers do you typically create in a change management engagement? Analysis: Not surprisingly, most attendees typically create a communications plan (88% of attendees) and a training plan (77%). How many levers are used? Takeaway: Use all of the levers you have at your disposal.