Most change efforts fail because most change methods are built to deal with single challenges in a nice, neat, linear way. But leaders know that today, pressures for change don't come at you one at a time; they come all at once. It's like riding a roller coaster: sudden drops, jarring turns, anxious climbs into the unknown. Drawing on his years of experience at the Center for Creative Leadership and Columbia University, Bill Pasmore offers a four-part model and four mindsets that allow leaders to deal with multiple changes simultaneously without drowning in the churn. The first step, Pasmore says, is to Discover which external pressures for change are the most necessary to address. The key here is to think fewer-step away from the buffet of possibilities and pinpoint the highest-impact options. Then you need to Decide how many change efforts your organization can handle. Here the mindset is to think scarcer-you have only so many people and so many resources, so how do you best use them? Once you've figured that out, it's time to Do-and here you want to think faster. Streamline processes and engage in rapid prototyping so you can learn quickly and cost-effectively. The last step is to Discern what worked and what didn't, so think smarter-develop metrics, identify trends, and make sure learnings are disseminated throughout the organization. For each stage of the process, Pasmore offers detailed advice, practical tools, and real-world examples. This book is a comprehensive guide to navigating change the way it happens now.
This is the first book to address the specific needs and challenges faced by high-level consultants, who work on very complex projects and must win the confidence of the most senior leaders in organizations. Advanced consulting requires both expertise and personal qualifications that are distinct from those needed in everyday consulting. Advanced consultants work with high-level executive teams on complex issues such as strategy, organizational design, merger integration, digital disruption, culture change, and system-wide transformation. While neophyte consultants are often given a playbook to follow, advanced consultants need to invent methods that take full advantage of the opportunities that their work with clients presents. There is an art to advanced consulting as well as a science; who you are is as important as what you do. Bill Pasmore draws on his four decades of experience as a consultant and teacher of consultants to show readers how to see possibilities that are not evident, conduct analyses that support the value of more comprehensive work, build relationships that engender deeper trust, adapt to changing circumstances, and empower members of their team to take independent actions while maintaining overall control of an engagement. Illustrated with vivid real-world examples and including a self-assessment to measure your progress, this book equips you to advance to more senior positions in your firm or to build a successful independent practice.
This is the first book to address the specific needs and challenges faced by high-level consultants, who work on very complex projects and must win the confidence of the most senior leaders in organizations. Advanced consulting requires both expertise and personal qualifications that are distinct from those needed in everyday consulting. Advanced consultants work with high-level executive teams on complex issues such as strategy, organizational design, merger integration, digital disruption, culture change, and system-wide transformation. While neophyte consultants are often given a playbook to follow, advanced consultants need to invent methods that take full advantage of the opportunities that their work with clients presents. There is an art to advanced consulting as well as a science; who you are is as important as what you do. Bill Pasmore draws on his four decades of experience as a consultant and teacher of consultants to show readers how to see possibilities that are not evident, conduct analyses that support the value of more comprehensive work, build relationships that engender deeper trust, adapt to changing circumstances, and empower members of their team to take independent actions while maintaining overall control of an engagement. Illustrated with vivid real-world examples and including a self-assessment to measure your progress, this book equips you to advance to more senior positions in your firm or to build a successful independent practice.
Most change efforts fail because most change methods are built to deal with single challenges in a nice, neat, linear way. But leaders know that today, pressures for change don't come at you one at a time; they come all at once. It's like riding a roller coaster: sudden drops, jarring turns, anxious climbs into the unknown. Drawing on his years of experience at the Center for Creative Leadership and Columbia University, Bill Pasmore offers a four-part model and four mindsets that allow leaders to deal with multiple changes simultaneously without drowning in the churn. The first step, Pasmore says, is to Discover which external pressures for change are the most necessary to address. The key here is to think fewer-step away from the buffet of possibilities and pinpoint the highest-impact options. Then you need to Decide how many change efforts your organization can handle. Here the mindset is to think scarcer-you have only so many people and so many resources, so how do you best use them? Once you've figured that out, it's time to Do-and here you want to think faster. Streamline processes and engage in rapid prototyping so you can learn quickly and cost-effectively. The last step is to Discern what worked and what didn't, so think smarter-develop metrics, identify trends, and make sure learnings are disseminated throughout the organization. For each stage of the process, Pasmore offers detailed advice, practical tools, and real-world examples. This book is a comprehensive guide to navigating change the way it happens now.
This extremely popular text is the complete introduction to doing business research and is the ideal guide for students embarking on a research project.The authors have extensively revised this sixth edition to make it the most engaging and relevant text available. New chapters on quantitative methods and visual research offer extensive coverage of these areas and even greater practical support in applying these techniques, while cutting-edgematerial on inclusivity and bias in research, feminist perspectives, and decolonial and indigenous research is also introduced.'Student experience' features provide practical tips, presenting personal insights and advice from fellow students to help you avoid common mistakes and follow others' successful strategies when undertaking your own research project. For the sixth edition, the 'Research in Focus' features provide agreater global range of examples, including new case studies from China, Denmark, Germany, Spain, and India, all of which demonstrate how fascinating and essential research can be.Above all else, the book places strong emphasis on those challenges faced most frequently by students, such as choosing a research question, planning a project, and writing it up. Presenting essential topics in a concise way, Business Research Methods will provide you with key information withoutbecoming overwhelming: it is now even clearer, more focused, and more relevant than ever before.The e-book offers a mobile experience and convenient access: www.oxfordtextbooks.co.uk/ebooksThis book is accompanied by the following online resources:For studentsVideo tutorials covering SPSS, Nvivo, R, and Stata.Self-test multiple choice questions with answer feedbackResearch project guideVideo interviews with students and lecturersLinks to additional resources (articles, data repositories, and third-party guides)Guide to using Excel in data analysisFlashcard glossaryFor lecturersPowerPoint presentationsAdditional case studiesDiscussion questionsLecturer's guide (includes suggested lecture outlines, problem-spotting, and practical teaching tips)Test bank containing multiple choice questionsFigures from the text
At sunset on Sunday 5th March 1944 an airborne force set out from Lalaghat airstrip in Assam aboard gliders piloted by Americans of the 1st Air Commando USAAF. They were men of Special Force, otherwise known as "The Chindits" led by their famous commander Major General Orde Wingate. In the brilliant moonlight they flew eastwards over the steep mountain range separating India from Burma, crossed the mighty Chindwin River, which lay like a glittering silver ribbon far below them, to land in a small clearing, codenamed "Broadway" in the jungle 130 miles behind the Japanese front lines. Despite heavy casualties sustained in the glider landings, the survivors by dint of prodigious effort managed in a few hours to construct a rough airstrip, which on the following nights received Dakota transport aircraft ferrying men, mules and equipment. They achieved complete surprise over the enemy and within a period of six days, in a total of 78 glider and 660 Dakota sorties, some of which alighted at a nearby airstrip codenamed "Chowringhee", 9,052 men 1,360 pack animals and 250 tons of supplies were landed in a brilliantly successful operation for the loss of a total of only 121 men killed or wounded. It was the biggest operation of its kind so far launched during the War, though only three months later it was to be followed by "Overlord", the gigantic Allied invasion of Normandy. Fighting with grim determination against their fanatical opponents, in what became a conflict of primeval ferocity, with no quarter asked or given, the Chindits exerted a stranglehold over the enemy supply routes and so impeded the Japanese divisions to the north which were attempting to force their way into India via Imphal and Kohima. When the monsoon came, the fighting continued in a sea of mud, with the Chindits often starving and short of ammunition since the low lying cloud prevented supply drops being made to them by the RAF and USAAF. Inflicting enormous casualties on the enemy, they also took heavy casualties from battle and sickness until, at the last, broken in body but not in spirit, less than 5% of those who still survived were judged on medical examination to be physically fit enough to continue the fight.
The initial design criteria in the choice of indwelling materials for medical and dental purposes may be pragmatic, and based on the necessary mechanical properties required to fashion a functional device. Orthopedic implants require strong materials for weight-bearing, and articulating surfaces such as joints require durability and resistance to wear. Stents and shunts require flexibility and patency, and sutures require a high tensile strength yet also must be flexible enough for intricate manipulation. As the devices became more sophisticated and developments in materials science provided more options for manufacture, implants are being used more frequently and with longer anticipated lifetimes. Concurrently, the design process increasingly incorporated biocompatibility and comfort into the design criteria. However, with longer lifetimes, the more frequent use of invasive surgical procedures involving indwelling devices and biologically-friendly materials, there has been a rise in the number of incidences of device-related infection. Urinary catheters have been estimated to account for 30% of all nosocomial infections [1]. Between 66 and 88% of these occur after urinary catheterization [2]. It is also reported that almost 100% of catheterized patients develop an infection in an openly draining indwelling catheter which has been in place for four days or more [2]. For some procedures, such as orthopedic joint arthroplasties, the diagnosed surgical site infection rates are relatively low (between 1% and 2%; [3]); however, the increasing number of patients undergoing joint-replacement surgery translates to large numbers of patients afflicted with the consequences of complicating infections per year. Furthermore, infection of artificial joints can be devastating, since oral or IV antibiotic therapy frequently fails to resolve the infection, with the only remaining course of action being surgical debridement or partial or total revision. These two examples, the first with very high numbers of patients but of lesser severity in terms of impact to the individual, and the second, low numbers but severe patient impact, reflect the incentive to pursue a third design criteria—that of infection resistance—into materials and devices [4]. In the following sections we will discuss the role of bacterial biofilms in infection, and the growing literature highlighting biofilms as an important cause of device-related infection.
This title is part of UC Press's Voices Revived program, which commemorates University of California Press’s mission to seek out and cultivate the brightest minds and give them voice, reach, and impact. Drawing on a backlist dating to 1893, Voices Revived makes high-quality, peer-reviewed scholarship accessible once again using print-on-demand technology. This title was originally published in 1982.
Gracious Space is an environment in which creative thinking and learning can occur. It inspires an attitude of openness, curiosity, and discovery. It is a safe place, but one that also invites diverse opinions and can hold conflict. It sounds simple, but often is hard to do.
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